Showing papers in "Personnel Psychology in 2008"
TL;DR: In this article, the construct of human resource (HR) attributions is introduced and the attributions that employees make about the reasons why management adopts the HR practices that it does have consequences for their attitudes and behaviors, and ultimately, unit performance.
Abstract: The construct of human resource (HR) attributions is introduced. We argue that the attributions that employees make about the reasons why management adopts the HR practices that it does have consequences for their attitudes and behaviors, and ultimately, unit performance. Drawing on the strategic HR literature, we propose a typology of 5 HR-attribution dimensions. Utilizing data collected from a service firm, we show that employees make varying attributions for the same HR practices, and that these attributions are differentially associated with commitment and satisfaction. In turn, we show that these attitudes become shared within units and that they are related to unit-level organizational citizenship behaviors and customer satisfaction. Findings and implications are discussed.
1,142 citations
TL;DR: In this paper, the authors investigated the relationship of seven work-related stressors with job performance: role ambiguity, role conflict, role overload, job insecurity, work-family conflict, environmental uncertainty, and situational constraints.
Abstract: We quantitatively integrated 169 samples (N= 35,265 employees) that have been used to investigate the relationships of the following 7 work-related stressors with job performance: role ambiguity, role conflict, role overload, job insecurity, work–family conflict, environmental uncertainty, and situational constraints. Overall, we obtained a negative mean correlation between each job performance measure and each stressor included in our analyses. As hypothesized, role ambiguity and situational constraints were most strongly negatively related to performance, relative to the other work-related stressors. Analysis of moderators revealed that (a) the negative correlation of role overload and performance was higher among managers relative to nonmanagers; (b) publication year moderated the relation of role ambiguity and role overload with performance, although in opposite directions; (c) the correlations obtained for published versus unpublished studies were not significantly different; and (d) using the Rizzo et al. scale of role ambiguity and role conflict decreased the magnitude of the correlations of these stressors with performance, relative to other scales. Theoretical contributions, future research directions, and practical implications are discussed.
886 citations
TL;DR: In this article, the authors proposed that narrowly focused teamwork processes load onto three higher-order teamwork process dimensions, which in turn load onto a general teamwork process factor, and concluded that the three intermediate-level teamwork processes are positively and strongly related to cohesion and potency.
Abstract: Drawing from Marks, Mathieu, and Zaccaro (2001), we proposed that narrowly focused teamwork processes load onto 3 higher-order teamwork process dimensions, which in turn load onto a general teamwork process factor. Results of model testing using meta-analyses of relationships among narrow teamwork processes provided support for the structure of this multidimensional theory of teamwork process. Meta-analytic results also indicated that teamwork processes have positive relationships with team performance and member satisfaction, and that the relationships are similar across the teamwork dimensions and levels of process specificity. Supplemental analyses revealed that the 3 intermediate-level teamwork processes are positively and strongly related to cohesion and potency. Results of moderator analyses suggested that relationships among teamwork processes and team performance are somewhat dependent on task interdependence and team size.
786 citations
TL;DR: In this article, the authors examined the cross-level effects of procedural justice climate on employee silence, i.e., intentional withholding of critical work-related information by employees from their workgroup members.
Abstract: This study examined the cross-level effects of procedural justice climate on employee silence—that is, the intentional withholding of critical work-related information by employees from their workgroup members. In a survey-based study of 606 nurses nested within 30 workgroups, we found that procedural justice climate moderated the effects of individual-level antecedents of employee silence. Specifically, when procedural justice climate was higher, the effects of antecedents that inhibit employee silence (e.g., workgroup identification, professional commitment) were stronger. Implications for research and practice are discussed.
489 citations
TL;DR: The results of the meta-analysis show that personality traits do have an impact on individuals' turnover intentions and behaviors as discussed by the authors, whereas the traits of Conscientiousness and Agreeableness best predicted (negatively) actual turnover decisions.
Abstract: Historically, researchers have sought to identify environmental causes of employee turnover This paradigm has led to the underemphasis of individual differences as being an important cause of individuals' turnover decisions The results of the meta-analysis show that personality traits do have an impact on individuals' turnover intentions and behaviors The trait of Emotional Stability best predicted (negatively) employees' intentions to quit, whereas the traits of Conscientiousness and Agreeableness best predicted (negatively) actual turnover decisions A theoretically developed path model showed important direct effects from personality to intentions to quit and turnover behaviors that were not captured through job satisfaction or job performance These direct effects indicate that employees who are low on Emotional Stability may intend to quit for reasons other than dissatisfaction with their jobs or not being able to perform their jobs well The direct effects on turnover suggest that individuals who are low on Agreeableness or high on Openness may engage in unplanned quitting Personality traits had stronger relationships with outcomes than did non-self-report measures of job complexity/job characteristics
467 citations
TL;DR: This paper examined how transformational leadership directly and indirectly relates to supervisory-rated performance collected over time including 437 participants employed by 6 U.S. banking organizations in the midwest.
Abstract: This study examined how transformational leadership directly and indirectly relates to supervisory-rated performance collected over time including 437 participants employed by 6 U.S. banking organizations in the midwest. Results revealed that one's identification with his or her work unit, self-efficacy, and means efficacy were related to supervisor-rated performance. The effect of transformational leadership on rated performance was also mediated by the interaction of identification and means efficacy, as well as partially mediated by the interaction of self-efficacy and means efficacy. Implications for research, theory, and practice are discussed.
446 citations
TL;DR: In this paper, the relative merits of these practices through a study of the productivity of 308 companies over 22 years, during which time they implemented some or all of these seven practices, with the adoption of teamwork serving to enhance both empowerment and extensive training.
Abstract: Within the strategic human resource management (SHRM) perspective, psychology-based practices, especially empowerment, extensive training, and teamwork, are seen as vital to sustained competitive advantage. Other approaches, such as those of integrated manufacturing and lean production, place greater emphasis on operational initiatives such as total quality management, just-in-time, advanced manufacturing technology, and supply-chain partnering as determinants of organizational performance. We investigated the relative merits of these practices through a study of the productivity of 308 companies over 22 years, during which time they implemented some or all of these 7 practices. Consistent with SHRM theory we found performance benefits from empowerment and extensive training, with the adoption of teamwork serving to enhance both. In contrast, none of the operational practices were directly related to productivity nor did they interact with other practices in ways fully consistent with the notions of integrated manufacturing or lean production.
411 citations
TL;DR: In this article, the authors identify an objective test to understand the psychological nature of the successful entrepreneur, based on the assumptions that an objective system of evaluation structured so non-psychologists could administer it was needed, and many other factors than need for achievement could be measured.
Abstract: This study attempts to identify an objective test to understand the psychological nature of the successful entrepreneur. Successful entrepreneurs are defined as those who started a business, where none before existed, established for at least five years with at least eight employees. Previous research into the personal characteristics that predict entrepreneurial success is claimed to be unsatisfactory because the projective tests have laborious procedures, require technical training to interpret, and focus on the individual's need for achievement. The present study is based on the assumptions that (1) an objective system of evaluation structured so non-psychologists could administer it was needed, and (2) many other factors than need for achievement could be measured. Five tests were identified that appeared to fit the need for an objective, valid test in a simple format with ease of administration and interpretation. The assessment program utilized these established tests and structured interviews. These were administered to sixty individuals, equally divided by race into blacks and whites, of which all but four were men. Five hypotheses are investigated. Found that racial differences for entrepreneurs were not evident, and that (compared to men in general) entrepreneurs score higher on need for achievement, independence, and effectiveness of leadership, and are low on scales reflecting need for support. Concludes that the Kuder Occupational Interest Survey, the Gordon Survey of Interpersonal Values and the Edwards Personal Preference Schedule successfully differentiated entrepreneurs from others, could therefore serve as objective indicators of entrepreneurship, and should be tested in further research studies. (TNM)
396 citations
TL;DR: In this article, the authors used data from a sample of 6,130 workers employed in 743 stores of a large U.S. retail organization to assess whether diversity climate moderated mean racial-ethnic differences in employee sales performance.
Abstract: Using data from a sample of 6,130 workers employed in 743 stores of a large, U.S. retail organization, this study assessed whether diversity climate moderated mean racial-ethnic differences in employee sales performance. Findings indicated Whites exhibited significantly higher sales performance than Hispanics but not Blacks, as moderated by diversity climate. As hypothesized, racial-ethnic disparities disfavoring Blacks and Hispanics were largest in stores with less supportive diversity climates and smallest in stores with highly pro-diversity climates. Financial analysis of these interactions revealed sizable increments in sales per hour in response to effective diversity management, with strong organizational bottom-line implications. Limitations of the study and future research needs are noted. The United States workforce is becoming more demographically diverse in terms of race-ethnicity, sex, and age (Doverspike, Taylor, Shultz, & McKay, 2000; Fullerton & Toossii, 2001). Due to increasing numbers of personnel from underrepresented groups entering firms, diversity management will become more paramount. Numerous benefits of diversity have been offered including coverage of projected labor shortages, increased access to untapped consumer markets, improved corporate image, reduced legal liability, and greater creativity, problem-solving ability, employee performance, and market share (Cox, 1994; Joshi, Liao, & Jackson, 2006; Richard, Barnett, Dwyer, & Chadwick, 2004; Sacco & Schmitt, 2005). Mean racial-ethnic group differences in job performance, disfavoring Blacks and Hispanics, relative to Whites, challenge the purported
326 citations
TL;DR: In this article, a model based on the appraisal theory of emotion is compared to competing theoretical structures of coping found in the literature: stimulus-response, partial mediation, and moderated.
Abstract: This longitudinal study seeks to determine the appropriate theoretical structure for how employees cope with organizational change. A model based on the appraisal theory of emotion is compared to competing theoretical structures of coping found in the literature: stimulus–response, partial mediation, and moderated. Structural equation model results showed that coping with organizational change is a completely mediated process best represented by the stimulus–response theoretical structure, whereby negative appraisal is associated with reduced control and increased escape coping, which are positively related to positive and negative emotions, respectively. Negative emotions predicted sick time used and intentions to quit, which then predicted voluntary turnover. Implications for coping theory and organizational change management are discussed.
256 citations
TL;DR: In this paper, 16 selection strategies are examined to minimize race-ethnic and sex subgroup differences and adverse impact and to balance diversity and validity, and the major new developments in alternative predictor measurement methods for reducing adverse impact are discussed.
Abstract: Pyburn, Ployhart, and Kravitz (this issue, 2008) introduced the diversity–validity dilemma: that some of the most valid predictors of job performance are also associated with large racioethnic and sex subgroup predictor score differences. This article examines 16 selection strategies hypothesized to minimize racioethnic and sex subgroup differences and adverse impact and, hence, balance diversity and validity. Rather than presenting a highly technical review, our purpose is to provide practitioners with a concise summary, paying particular attention to comparing and contrasting the effectiveness of the strategies and reporting new developments. The paper is organized around 4 key questions: (a) Which strategies are most effective for reducing subgroup differences? (b) Which strategies do not involve a validity tradeoff? (c) What are the major new developments in strategies for reducing adverse impact? (d) What are the major new developments in alternative predictor measurement methods (e.g., interviews, situational judgment tests, assessment centers) for reducing adverse impact? We then conclude with recommendations and caveats for how to best balance diversity and validity. These ideas are developed further in Kravitz (this issue, 2008), who considers even broader approaches for solving the diversity–validity dilemma.
TL;DR: This article examined the role of job embeddings as a hypothesized moderator of relationships among leader-member exchange (LMX), organization-based self-esteem (OBSE), organizational citizenship behaviors (OCBs), and task performance.
Abstract: Although job embeddedness was originally conceptualized to explain job stability or “why people stay” in their organizations, this investigation examines the role of job embeddedness as a hypothesized moderator of relationships among leader–member exchange (LMX), organization-based self-esteem (OBSE), organizational citizenship behaviors (OCBs), and task performance Findings from 2 studies involving 367 employees and 41 supervisors, 1 in a telecommunications company and another in a manufacturing setting, support hypotheses concerning job embeddedness as a moderator of the relationship between (a) LMX and task performance within a telecommunication sample and LMX and OCBs in a sample of manufacturing employees, and (b) OBSE and OCBs in a manufacturing sample Further, a hypothesized 3-way interaction involving job embeddedness, LMX, and OBSE on task performance was found in a sample of manufacturing employees The implications of these findings for studying and managing job embeddedness in relation to employee performance are discussed
TL;DR: This paper applied this procedure to meta-analytic validities of two personality measures (Conscientiousness and Emotional Stability) and general cognitive ability measures and found that the increases in validity estimates are greater for cognitive ability than for personality, reducing the relative validity of personality.
Abstract: A recently developed procedure produces substantial improvements in the accuracy of corrections for range restriction and reveals that predictive validities of employment selection methods are higher than previously thought. This study applied this procedure to meta-analytic validities of 2 personality measures (Conscientiousness and Emotional Stability) and general cognitive ability measures. Results show that the increases in validity estimates are greater for cognitive ability than for personality, reducing the relative validity of personality. In addition, the incremental validity of these personality measures over that provided by cognitive ability is smaller than previously estimated. Path analyses based on the more accurate data reveal relatively smaller path coefficients from these personality traits to job and training performance. These findings have implications for theories of job performance and for the practical value in selection of personality measures relative to cognitive ability measures.
TL;DR: This article examined the extent to which racial groups differ across Big 5 personality factors and facets and meta-analytically summarized large-scale, quantitative estimates based on over 700 effect sizes.
Abstract: This research poses 2 applied questions: How large are racial group differences on personality scales and are these differences likely to cause adverse impact in personnel selection? We examined the extent to which racial groups differ across Big 5 personality factors and facets. Large-scale, quantitative estimates based on over 700 effect sizes were meta-analytically summarized. Multiple personality instruments and understudied racial groups, particularly Asian Americans and American Indians, were included in the meta-analyses. Most group comparisons and personality scales yielded negligible differences and are not likely to cause adverse impact in selection. However, facet-level analyses produced different d-values, with some group comparisons showing moderate differences, suggesting that the use of personality measures in selection does not uniformly circumvent adverse impact concerns. The veracity of this conclusion depends on (a) the particular trait in question, (b) the composition of the applicant pool (i.e., which groups are to be compared with one another), (c) the effect size (i.e., d-value), and (d) the selection ratio. For practitioners, we present a quantitatively informed summary of when and where to expect adverse impact to result from personality measures used in personnel selection.
TL;DR: The use of validated employee selection and promotion procedures is critical to workforce productivity and to the legal defensibility of the personnel decisions made on the basis of those procedures as discussed by the authors, and there have been numerous scholarly developments that have considerable implications for the appropriate conduct of criterion-related validity studies.
Abstract: The use of validated employee selection and promotion procedures is critical to workforce productivity and to the legal defensibility of the personnel decisions made on the basis of those procedures. Consequently, there have been numerous scholarly developments that have considerable implications for the appropriate conduct of criterion-related validity studies. However, there is no single resource researchers can consult to understand how these developments impact practice. The purpose of this article is to summarize and critically review studies published primarily within the past 10 years that address issues pertinent to criterion-related validation. Key topics include (a) validity coefficient correction procedures, (b) the evaluation of multiple predictors, (c) differential prediction analyses, (d) validation sample characteristics, and (e) criterion issues. In each section, we discuss key findings, critique and note limitations of the extant research, and offer conclusions and recommendations for the planning and conduct of criterion-related studies. We conclude by discussing some important but neglected validation issues for which more research is needed.
TL;DR: In this article, the legal context that motivates and constrains these approaches is discussed, as well as the conditions under which private and public employers may use preferences, summarizing some key court decisions.
Abstract: Due to racioethnic and sex subgroup differences on predictor scores in many selection procedures, it is difficult for organizations to simultaneously maximize the validity of their selection procedures and hire a diverse workforce. One response to this diversity–validity dilemma is to revise the selection procedures, an approach developed by Ployhart and Holtz (this issue, 2008). A second possible response is to use affirmative action to increase workforce diversity, an approach developed by Kravitz (this issue, 2008). This paper briefly presents the legal context that motivates and constrains these approaches. We begin by defining key terms, describing adverse impact, and outlining the burden of proof in adverse impact cases. We then turn to the use of racioethnic minority and female preferences, summarizing some key court decisions and the conditions under which private and public employers may use preferences.
TL;DR: In this article, the authors present a review of the legal bases of affirmative action and a summary of the research on affirmative action attitudes, concluding that most problems with affirmative action apply only or primarily to preference-based forms, so nonpreferential approaches to affirmative action are recommended to increase the attraction, selection, inclusion, and retention of underrepresented group members.
Abstract: Several of the most valid predictors used to make employment decisions create a diversity–validity dilemma (Pyburn, Ployhart, & Kravitz, this issue, 2008). This diversity–validity dilemma can be resolved by (a) reducing adverse impact through a variety of technical steps (Ployhart & Holtz, this issue, 2008) or (b) using affirmative action to increase representation of the disadvantaged groups. This paper focuses on the second approach. The paper begins with a very brief review of the legal bases of affirmative action and a summary of the research on affirmative action attitudes. This is followed with reviews of research on the ongoing existence of workplace discrimination, the economic impact of affirmative action on target groups and organizations, and stigmatization of target group members by others and by target group members themselves. Most problems with affirmative action apply only or primarily to preference-based forms, so nonpreferential approaches to affirmative action are recommended to increase the attraction, selection, inclusion, and retention of underrepresented group members.
TL;DR: Work sample exams are sometimes called "simulation exercises" and involve having applicants perform a set of tasks that are similar to those performed on the job as mentioned in this paper, and they are used for personnel selection.
Abstract: Work sample exams are generally thought to have either low or comparatively low levels of ethnic group differences when used for personnel selection. Such exams are sometimes called “simulation exercises” and involve having applicants perform a set of tasks that are similar to those performed on the job. The nearly ubiquitous meta-analytic value of Black–White subgroup differences in the literature is d= .38. Unfortunately, this estimate is plagued by a variety of problems (e.g., range restriction, inclusion of nonwork sample tests). Further, there are virtually no analyses that examine how the saturation of different constructs influence work sample tests. We gathered available data for Black–White ethnic group differences and found that overall work sample differences were markedly larger for samples of job applicants (d= .73) than previously thought. We also examined how different exercises and saturation of different constructs influenced work sample ds. For example, work sample test ratings of cognitive and job knowledge skills were associated with a mean observed d= .80, whereas ratings of various social skills were associated with mean observed ds that varied from .21 to .27. We urge scientists and practitioners to consider both the method and the constructs that are targeted when forecasting predictor ds.
TL;DR: In this paper, the authors examined the incremental validity of a specific aptitude, perceptual speed and accuracy (PS), when it is operationalized as both the number correct (NC) and the number wrong (NW).
Abstract: This study extends previous research by examining the incremental validity of a specific aptitude, perceptual speed and accuracy (PS), when it is operationalized as both the number correct (NC) and the number wrong (NW). We test the hypotheses that the NC on the PS test predicts the criterion of task performance and the NW predicts (negatively) rules compliance (RC). Based on the responses of 133 warehouse workers, hierarchical regression analyses supported both hypotheses. After controlling for respondents' demographic characteristics (race, gender, and age) and general mental ability (GMA), the NC on the PS test accounted for incremental validity in prediction of task performance (ΔR= .06, 15% increase), and the NW on the PS test accounted for substantial incremental validity in prediction of (lack of) RC (ΔR= .16, 73% increase). In addition, after controlling for demographic characteristics and both GMA and the specific ability, Conscientiousness accounted for unique validity in prediction of both task performance (ΔR= .07, 15% increase) and RC (ΔR= .06, 16% increase). Practical and theoretical implications for selection practices and models of job performance are discussed.
TL;DR: In this article, the authors examined the impact of two post-training on-the-job supplements to a training program focused on interpersonal skill development for newly hired managers (self-coaching and upward feedback).
Abstract: This study examined the impact of 2 posttraining on-the-job supplements to a training program focused on interpersonal skill development for newly hired managers—self-coaching and upward feedback. Utilizing a sample of 87 trainees from 75 units of a national restaurant chain, the impact of these supplements was assessed by examining posttraining performance across 4 training conditions in a quasi-experimental framework: (1) classroom training only, (2) classroom training with self-coaching, (3) classroom training with upward feedback, and (4) classroom training with self-coaching and upward feedback. The results demonstrated that both supplements are useful extensions to formal classroom training for enhancing trainees' interpersonal performance. These findings are discussed along with directions for future training effectiveness research.
TL;DR: In this article, the authors examined the relationship between changes in the team leadership of branch managers and concomitant changes in customer satisfaction for branches of a regional bank for each of three 1-year time periods.
Abstract: For each of three 1-year time periods, we examined the relationship between changes in the team leadership of branch managers (as measured by employee ratings) and concomitant changes in customer satisfaction for branches of a regional bank. Specifically, for the time period 2001–2002, we examined concomitant changes in team leadership and customer service satisfaction with 68 branch managers; between 2002–2003 and 2003–2004 we examined these relationships for 46 and 40 of the remaining 68 branch managers, respectively. We expected that improvements (declines) in team leadership ratings would be accompanied by concomitant changes (i.e., improvement or decline) in customer satisfaction ratings. We found that, in 2 of the 3 time periods we examined, improvements (declines) in team leadership were related to improvements (declines) in customer satisfaction. We interpret these findings using the service climate literature.
TL;DR: In this article, three Occupational Information Network (O*NET) instruments (Generalized Work Activities, Basic and Cross-Functional Skills, Work Styles) were administered to 1,007 job incumbents, from 369 organizations, performing 1 of 3 jobs (first-line supervisor, office clerk, computer programmer) in New Zealand, China, and Hong Kong.
Abstract: Three Occupational Information Network (O*NET) instruments (Generalized Work Activities, Basic and Cross-Functional Skills, Work Styles) were administered to 1,007 job incumbents, from 369 organizations, performing 1 of 3 jobs (first-line supervisor, office clerk, computer programmer) in New Zealand, China, and Hong Kong. Data from these countries were compared with archival data collected from 370 incumbents holding similar jobs in the United States. Hypothesized country differences, derived from cross-cultural theory, received limited support. The magnitude of differences in mean item ratings between incumbents from the United States and the other 3 countries were generally small to moderate in size, and rank-orderings of the importance and level of work activities and job requirements were quite similar, suggesting that, for most applications, job information is likely to transport quite well across countries.
TL;DR: In this article, the authors sought to understand employees' level of behavioral engagement in response to feedback received in developmental assessment center (DAC) programs, drawn from theories of selfenhancement and self-consistency and from findings in multisource feedback and assessment center literatures regarding recipients' perceptions of feedback.
Abstract: This study sought to understand employees’ level of behavioral engagement in response to feedback received in developmental assessment center (DAC) programs Hypotheses were drawn from theories of selfenhancement and self-consistency and from findings in the multisource feedback and assessment center literatures regarding recipients’ perceptions of feedback Data were gathered from 172 US middle managers participating in a DAC program Results suggested that more favorable feedback was related to higher behavioral engagement When discrepancies between self- and assessor ratings were examined, overraters (participants whose overall self-ratings were higher than their assessor ratings) tended to show less engagement in the program compared to underraters However, pattern agreement on the participant’s dimension profile did not significantly correlate with behavioral engagement Based on these findings, avenues for future research are presented and practical implications are discussed
TL;DR: Results of this study showed that 3 different types of applied adult literacy were highly predictable from the O*NET descriptors, including prose, document, and quantitative literacy.
Abstract: In this study, we demonstrated the usefulness of Occupational Information Network (O*NET) job analysis data for identifying applied adult literacy requirements across occupations. This was accomplished using a job component validity approach relating O*NET knowledge, skill, ability, and generalized work activity descriptor data to literacy test scores on the national adult literacy survey (NALS). Mean scores on prose, document, and quantitative literacy were estimated for 902 O*NET-SOC occupations using descriptor data at the occupation level. Multiple correlation coefficients ranging from .79 to .81 (corrected for shrinkage) were found when predicting literacy scores from O*NET descriptors. Results of this study showed that 3 different types of applied adult literacy were highly predictable from the O*NET descriptors.
TL;DR: The authors argue that such effects are actually methodological artifacts resulting from an imbalance in the proportion of group members and deficiencies in the most commonly used measure of dissimilarity, Euclidean distance.
Abstract: Several relational demography studies have demonstrated asymmetrical effects of dissimilarity across different groups of employees. Some groups of employees appear to be more influenced by differences from fellow employees, whereas other groups of employees appear indifferent. Although numerous theoretical explanations have been developed to account for these asymmetrical effects, this paper argues that such effects are actually methodological artifacts resulting from an imbalance in the proportion of group members and deficiencies in the most commonly used measure of dissimilarity, Euclidean distance. This paper illustrates how such asymmetrical effects can be observed even when none exist in the population. Suggestions for methodological improvements in future diversity research are discussed along with recommendations for managing diversity in organizations.