Showing papers in "Personnel Psychology in 2011"

Work engagement: a quantitative review and test of its relations with task and contextual performance

Abstract: Many researchers have concerns about work engagement's distinction from other constructs and its theoretical merit. The goals of this study were to identify an agreed-upon definition of engagement, to investigate its uniqueness, and to clarify its nomological network of constructs. Using a conceptual framework based on Macey and Schneider (2008; Industrial and Organizational Psychology, 1, 3–30), we found that engagement exhibits discriminant validity from, and criterion related validity over, job attitudes. We also found that engagement is related to several key antecedents and consequences. Finally, we used meta-analytic path modeling to test the role of engagement as a mediator of the relation between distal antecedents and job performance, finding support for our conceptual framework. In sum, our results suggest that work engagement is a useful construct that deserves further attention.

Trait and behavioral theories of leadership: an integration and meta-analytic test of their relative validity

Abstract: The leadership literature suffers from a lack of theoretical integration (Avolio, 2007, American Psychologist, 62, 25–33). This article addresses that lack of integration by developing an integrative trait-behavioral model of leadership effectiveness and then examining the relative validity of leader traits (gender, intelligence, personality) and behaviors (transformational-transactional, initiating structure-consideration) across 4 leadership effectiveness criteria (leader effectiveness, group performance, follower job satisfaction, satisfaction with leader). Combined, leader traits and behaviors explain a minimum of 31% of the variance in leadership effectiveness criteria. Leader behaviors tend to explain more variance in leadership effectiveness than leader traits, but results indicate that an integrative model where leader behaviors mediate the relationship between leader traits and effectiveness is warranted.

Workplace social support and work-family conflict: A meta-analysis clarifying the influence of general and work-family-specific supervisor and organizational support

Abstract: This article uses meta-analysis to develop a model integrating research on relationships between employee perceptions of general and work–family-specific supervisor and organizational support and work–family conflict. Drawing on 115 samples from 85 studies comprising 72,507 employees, we compared the relative influence of 4 types of workplace social support to work–family conflict: perceived organizational support (POS); supervisor support; perceived organizational work–family support, also known as family-supportive organizational perceptions (FSOP); and supervisor work–family support. Results show work–family-specific constructs of supervisor support and organization support are more strongly related to work–family conflict than general supervisor support and organization support, respectively. We then test a mediation model assessing the effects of all measures at once and show positive perceptions of general and work–family-specific supervisor indirectly relate to work–family conflict via organizational work–family support. These results demonstrate that work–family-specific support plays a central role in individuals’ work–family conflict experiences.

A meta-analytic examination of the instructional effectiveness of computer-based simulation games

Abstract: Interactive cognitive complexity theory suggests that simulation games are more effective than other instructional methods because they simultaneously engage trainees’ affective and cognitive processes (Tennyson & Jorczak, 2008). Meta-analytic techniques were used to examine the instructional effectiveness of computer-based simulation games relative to a comparison group (k= 65, N= 6,476). Consistent with theory, posttraining self-efficacy was 20% higher, declarative knowledge was 11% higher, procedural knowledge was 14% higher, and retention was 9% higher for trainees taught with simulation games, relative to a comparison group. However, the results provide strong evidence of publication bias in simulation games research. Characteristics of simulation games and the instructional context also moderated the effectiveness of simulation games. Trainees learned more, relative to a comparison group, when simulation games conveyed course material actively rather than passively, trainees could access the simulation game as many times as desired, and the simulation game was a supplement to other instructional methods rather than stand-alone instruction. However, trainees learned less from simulation games than comparison instructional methods when the instruction the comparison group received as a substitute for the simulation game actively engaged them in the learning experience.

Doing competencies well: best practices in competency modeling

Abstract: The purpose of this article is to present a set of best practices for competency modeling based on the experiences and lessons learned from the major perspectives on this topic (including applied, academic, and professional). Competency models are defined, and their key advantages are explained. Then, the many uses of competency models are described. The bulk of the article is a set of 20 best practices divided into 3 areas: analyzing competency information, organizing and presenting competency information, and using competency information. The best practices are described and explained, practice advice is provided, and then the best practices are illustrated with numerous practical examples. Finally, how competency modeling differs from and complements job analysis is explained throughout. The purpose of this article is to present a set of best practices for competency modeling based on the experiences and lessons learned from all the major perspectives on this topic including two major companies, a major consulting firm, a major university, and the Society for Industrial and Organizational Psychology (SIOP) taskforce on competency modeling. From all the different perspectives, we will delineate a set of 20 best practices and then illustrate them with practical examples from actual organizations. For the interested reader, we also link the practices to the existing literature which consists mostly of writings based on practical experience (e.g., case studies, commentaries) because little empirical

Psychological capital and employee performance: a latent growth modeling approach

Abstract: The positive core construct of psychological capital (consisting of efficacy, hope, optimism, and resilience) has been conceptually and empirically demonstrated to be related to employee performance. However, much of this work has relied on cross-sectional designs to examine these relationships. This study utilizes longitudinal data from a large financial service organization (N= 179 financial advisory-type employees) to examine within-individual change in psychological capital over time and if this change relates to their change in performance. Latent growth modeling analyses revealed statistically significant within-individual change in psychological capital over time, and that this change in psychological capital was related to change in 2 types of performance outcomes (supervisor-rated performance and financial performance, i.e., individual sales revenue). Moreover, results of an exploratory cross-lagged panel analysis suggested a causal relationship such that prior psychological capital leads to subsequent performance rather than vice versa. Taken together, these results highlight the impact employees’ psychological capital may have on their subjectively and objectively measured performance over time and offer evidence-based practical guidelines for human resource selection, development, and performance management.

Calling: the development of a scale measure

Abstract: This study clarifies the definition of calling—a consuming, meaningful passion people experience toward a domain—and develops a 12-item scale measure of calling. Drawing on multiwave longitudinal, 2-wave longitudinal, and cross-sectional data from 1,500 participants (2,278 observations) in 4 separate domains, music, art, business, and management, we demonstrate the scale's reliability and unidimensional structure across contexts and over time. We establish the scale's convergent validity and discriminant validity. We determine criterion-related validity through the scale's relationship to satisfaction with the calling domain, career-related self-efficacy, clarity of professional identity, career insight, attending a calling-oriented college program, professional pursuit of the calling domain, and differences across the 4 domains. We discuss implications of this reliable, valid measure for theory and research on calling, meaning of work, and careers.

The impact of motivation, empowerment, and skill-enhancing practices on aggregate voluntary turnover: the mediating effect of collective affective commitment

Abstract: This study advances research on macro human resource management by examining collective commitment as a mediator of motivation, empowerment, and skill-enhancing practices and aggregate voluntary turnover. Findings from 20 top HR managers and 1,748 employees in 93 different job groups suggest collective affective commitment independently mediates the negative relationships between motivation and empowermentenhancing practices and aggregate voluntary turnover. Human resource practices functioning to enhance the knowledge, skills, and abilities of the workforce are positively associated with voluntary turnover but are not mediated by collective affective commitment. Functionally, this paper resolves the divergent thinking of 4 streams of research regarding HR practices, collective commitment and aggregate turnover. The implications for macro-HRM theory and practice are discussed.

Leadership and employees’ reactions to change: the role of leaders’ personal attributes and transformational leadership style

Abstract: We examined the role of leaders’ personal attributes and transformational leadership behaviors in explaining employees’ intentions to resist a large-scale organizational change. Through a multilevel analysis of data from 75 school principals and 586 teachers, we found that teachers’ intentions to resist the organizational change were negatively related to their principals’ openness to change values and transformational leadership behaviors, and positively related to their principals’ dispositional resistance to change. Furthermore, principals’ transformational leadership behaviors moderated the relationship between teachers’ dispositional resistance and intentions to resist the change.

Challenge‐oriented organizational citizenship behaviors and organizational effectiveness: do challenge‐oriented behaviors really have an impact on the organization's bottom line?

Abstract: Virtually all of the studies that have examined the relationship between organizational citizenship behaviors (OCBs) and unit or organizational effectiveness have focused on affiliation-oriented as opposed to challenge-oriented forms of OCB, and no study has examined the mechanisms through which OCBs influence unit or organizational effectiveness. Therefore, the purpose of this study is to examine the main and interactive effects that challenge-oriented and affiliation-oriented OCBs have on organizational effectiveness through their impact on workgroup task performance. Results from a sample of 150 limited-menu restaurants showed that the relationship between challenge-oriented OCBs and workgroup task performance has an inverted-U shape and is moderated by affiliation-oriented OCBs, and that workgroup task performance completely mediated the impact of challenge- and affiliation-oriented OCBs (and their interaction) on organizational outcomes (i.e., sales dollars, profit as a percentage of sales, and employee turnover). Specifically, the findings showed that challenge-oriented OCBs have a positive impact on workgroup task performance up to a point, and beyond that point only when certain enabling conditions (i.e., high levels of affiliation-oriented OCBs) are present. Implications are discussed.

Reconsidering the dispositional basis of counterproductive work behavior: the role of aberrant personality

Abstract: Interest in the study of aberrant behaviors has coincided with widely publicized scandals involving unethical behaviors of individuals in organizations. Consequently, the literature in the organizational sciences has been increasingly focused on counterproductive and deviant behaviors such as aggression, sabotage, or theft and how individual differences can predict such behaviors. As such, research linking personality to counterproductive work behaviors has grown substantially over the last 10 years. However, the majority of this research has relied on traditional personality traits as the dispositional antecedents of such counterproductive behaviors (e.g., the global traits comprising the five factor model). A different yet possibly fruitful framework with which to examine the link between individual differences and counterproductive work behaviors is through the use of aberrant personality traits. The importance of focusing attention on aberrant traits in relation to counterproductive work behaviors is highlighted through a review of narcissism, Machiavellianism, and psychopathy, followed by a variety of research hypotheses designed to spur future research in these and related areas.

Doing good, feeling good: examining the role of organizational citizenship behaviors in changing mood

Abstract: This study investigates whether the altruism and courtesy dimensions of organizational citizenship behaviors (OCB) regulate mood at work. Social psychological theories of mood regulation suggest helping behaviors can improve individuals’ moods because helping others provides gratification and directs attention away from one's negative mood. We capture mood states prior to and following the enactment of OCBs using experience sampling methodology in a sample of managerial and professional employees over a 3-week period. Results suggest altruism shows a pattern consistent with mood regulation; negative moods during the prior time period are associated with altruism and positive moods in the subsequent time period. The pattern of results for courtesy behaviors is only partially consistent with a mood regulation explanation. Consistent with theories of behavioral concordance, interaction results suggest individuals higher on Extroversion have more intense positive mood reactions after engaging in altruistic behaviors. Interactions with courtesy were not significant.

Approach or avoidance (or both?): integrating core self-evaluations within an approach/avoidance framework

Abstract: Core self-evaluations (CSE) represent a new personality construct that, despite an accumulation of evidence regarding its predictive validity, provokes debate regarding the fundamental approach or avoidance nature of the construct. This set of studies sought to clarify the approach/avoidance nature of CSE by examining its relation with approach/avoidance personality traits and motivation constructs (Study 1); we subsequently examined approach/avoidance motivational mechanisms as mediators of the relation between CSE and job performance (Study 2). Overall, the studies demonstrate that CSE is best conceptualized as representing both (high) approach tendencies and (low) avoidance tendencies; implications of these findings for CSE theory are discussed.

How leader–member exchange influences effective work behaviors: social exchange and internal–external efficacy perspectives

Abstract: In this article, we propose and test an integrative theory of leader–member exchange (LMX) that extends our understanding of the mechanisms affecting LMX and important organizational outcomes. We argue that LMX enhances job performance and organizational citizenship behaviors (OCBs) through 2 sets of processes. As a result of a social exchange process, high LMX managers encourage reciprocal obligations. These obligations are manifested as subordinate commitment to their supervisors. This commitment, in turn, prompts more OCBs and higher job performance. Through a second process, high LMX supervisors enhance their subordinates’ self-efficacy and means efficacy, thereby improving job performance. Results of a field study support our predictions. Theoretical and practical implications and directions for future research are discussed.

Mechanisms linking realistic job previews with turnover: a meta‐analytic path analysis

Abstract: A meta-analytic path analysis with k = 52 studies and sample size of roughly 17,000 showed that enhanced perceptions of organizational honesty is the primary mechanism by which realistic job previews (RJPs) influence voluntary turnover. This suggests revisions to RJP theory to incorporate social exchange and the way RJPs lead individuals to feel about the organization. Results assessing several new potential moderators of relationships between RJPs and turnover found that the most effective RJP design may be an oral or written RJP delivered posthire and designed to signal organizational honesty. We discuss several key theoretical and practical implications of the results based on a novel signaling theory perspective on RJPs.

Understanding newcomers’ adaptability and work-related outcomes: testing the mediating roles of perceived p–e fit variables

Abstract: Using longitudinal data from a Chinese newcomer sample (N = 671), we investigated the predictive effects of adaptability on newcomers’ work-related outcomes. Specifically, we tested 4 perceived P–E fit variables (i.e., P–O fit, needs–supplies fit, demands–abilities fit, and P–G fit) as mediators between adaptability variables and newcomers’ work-related outcomes. Our results showed that after controlling for demographic effects and other personality variables (i.e., proactive personality and openness to experience), newcomers’ adaptability dimensions (i.e., cultural adaptability, work stress adaptability, interpersonal adaptability, and learning adaptability) were differentially associated with improvement in newcomers’ P–E fit perceptions over a 3-month time period. In turn, the perceived P–E fit variables were related to the newcomers’ work-related outcomes (i.e., job performance, job satisfaction, and turnover intentions), after controlling for the socialization process variables (i.e., institutionalized socialization experience, role clarity, and job-related self-efficacy). The mediating roles of perceived P–E fit variables were also confirmed. Both theoretical and practical implications in terms of adaptability, newcomer adaptation processes, and P-E fit are discussed.

Leadership in action teams: team leader and members’ authenticity, authenticity strength, and team outcomes

Abstract: A field study was conducted with 47 Army action teams spanning 9 weeks to assess the influence of team leader authenticity on team authenticity and team outcomes. Results showed that team leader authenticity at Time 1 predicted teamwork behavior and team productivity at Time 3, with these relationships mediated by team authenticity at Time 2. We further explored the moderating role of authenticity strength in the team authenticity–teamwork behavior relationship. Team authenticity interacted with authenticity strength such that the team authenticity–teamwork behavior relationship was stronger when authenticity strength was higher rather than lower. Implications of these findings for theories of shared leadership, team leadership, and authentic leadership are discussed.

The Fallout From Abusive Supervision: An Examination of Subordinates and Their Partners

Abstract: Using spillover and crossover theory, we examined how subordinate’s experience of abusive supervision impacts both subordinate’s and partner’s family domains. Specifically, a model was proposed and tested that examined the fallout from abusive supervision through 2 types of strain, work-to-family conflict and relationship tension, on family satisfaction of the subordinate and on family functioning of the partner. Using a matched set of 280 subordinates and partners, this study found that abusive supervision contributes to the experience of work-to-family conflict and relationship tension. Further, family satisfaction for the subordinate and family functioning for the partner were diminished through the experience of relationship tension. Interestingly, although the experience of work-to-family conflict contributed to relationship tension, it did not directly impact the family outcomes. We discuss the study’s implications for theory, research, and practice while suggesting new research directions.

Developing executive leaders: the relative contribution of cognitive ability, personality, and the accumulation of work experience in predicting strategic thinking competency

Abstract: We conceptually define and empirically investigate the accumulation of work experience—a concept that refers to the extent to which executives have amassed varied levels of roles and responsibilities (i.e., contributor, manager, lead strategist) in each of the key work activities that they have encountered over the course of their careers. In studying executives’ work experience accumulation, we consider key antecedents such as executives’ cognitive ability and personality traits, namely Extraversion and Openness to Experience, and examine the value of work experience accumulation on executives’ strategic thinking competency. Analyses of multisource data from 703 executives revealed 3 key findings: (a) accumulated work experience positively relates to executives’ strategic thinking competency after controlling for individual characteristics and other measures of work experience; (b) executives’ cognitive ability demonstrates the strongest and most positive relationship to executives’ strategic thinking competency; and (c) extraverted executives tend to achieve higher levels of work experience accumulation. Relative weight analyses also indicated that cognitive ability and accumulated work experience are the 2 most important predictors for executives’ strategic thinking competency among the other predictors. These findings are discussed in light of their practical implications.

The practical intelligence of entrepreneurs: antecedents and a link with new venture growth

Abstract: We draw upon cognitive psychology and social cognition theories to develop a model of practical intelligence, its antecedents, and its role in the early growth phase of entrepreneurship. The model was tested through interviews with 22 printing industry CEOs and responses from 283 founders of early-stage printing and graphics businesses. Related venture and industry experience and 2 learning orientations interacted to predict practical intelligence. In turn, practical intelligence interacted with growth goals to predict higher venture growth across 4 years.

Beyond personality traits: a study of personality states and situational contingencies in customer service jobs

Abstract: Although the interactionist approach has been applied to understanding situational influences on the expression of personality at work, examination of within-person variation in personality trait expression in the workplace is lacking. Using experience sampling methodology, this study examined the moment-to-moment influences of situational characteristics on personality states (i.e., situational contingencies) during social interactions on 56 customer service employees over 10 days at work. At the within-individual level, state Conscientiousness was associated with the immediacy of the task, and state Extraversion and Agreeableness were associated with the friendliness of the other party in the interaction. At the between-individual level, self-monitoring did not moderate the associations between situational characteristics and personality states but predicted the mean level of state Conscientiousness at work over and above trait Conscientiousness. Contrary to expectations, the relationship between state Extraversion and friendliness was weaker in customized service jobs than in noncustomized ones.

Is more structure really better? a comparison of frame-of-reference training and descriptively anchored rating scales to improve interviewers' rating quality

Abstract: urich, Switzerland This study provides the first comparison of 2 methods proposed to increase the structure of selection interviews: frame-of-reference (FOR) rater training for interviewers and providing interviewers with descriptively anchored rating scales. In contrast to descriptively anchored rating scales, evidence for the efficacy of FOR training for interviewers is still missing even though its effects have been established in other domains. To evaluate the effectiveness of the 2 methods, we used a 2 × 2 design in which both methods were manipulated independently. Participants observed and rated different interviewees’ performance in a set of videotaped interviews. We found that both methods led to substantial, and comparable, improvements in both rating accuracy and interrater reliability in comparison to a control condition in which neither method was used. Furthermore, even though both methods have the same aim (i.e., enhancing the evaluation process by providing a common evaluative standard for raters), combining both methods led to further improvements in rating accuracy beyond the effects of the individual methods. Practical implications for selection interviews are discussed.

Exercises and dimensions are the currency of assessment centers

Abstract: A novel assessment center (AC) structure that models broad dimension factors, exercise factors, and a general performance factor is proposed and supported in 4 independent samples of AC ratings. Consistent with prior research, the variance attributable to dimension and exercise factors varied widely across ACs. To investigate the construct validity of these empirically supported components of AC ratings, the nomological network of broad dimensions, exercises, and general performance was examined. Results supported the criterion-related validity of broad dimensions and exercises as predictors of effectiveness and success criteria as well as the incremental validity of broad dimensions beyond exercises and general performance. Finally, the relationships between individual differences and AC factors supported the construct validity of broad dimension factors and provide initial insight as to the meaning of exercise specific variance and general AC performance.

Toward better meta‐analytic matrices: how input values can affect research conclusions in human resource management simulations

Abstract: Simulations and analyses based on meta-analytic matrices are fairly common in human resource management and organizational behavior research, particularly in staffing research. Unfortunately, the meta-analytic values estimates for validity and group differences (i.e., ρ and δ, respectively) used in such matrices often vary in the extent to which they are affected by artifacts and how accurately the values capture the underlying constructs and the appropriate population. We investigate how such concerns might influence conclusions concerning key issues such as prediction of job performance and adverse impact of selection procedures, as well as noting wider applications of these issues. We also start the process of building a better matrix upon which to base many such simulations and analyses in staffing research. Finally, we offer guidelines to help researchers/practitioners better model human resources processes, and we suggest ways that researchers in a variety of areas can better assemble meta-analytic matrices.

Age‐ and gender‐based role incongruence: implications for knowledge mastery and observed leadership potential among personnel in a leadership development program

Abstract: Using archival data from 972 military officers who participated in a 5-week team-based leadership development program, the authors tested 5 hypotheses concerning the implications of age- and gender-based role incongruence for individuals’ mastery of 2 knowledge categories and their observed leadership potential (OLP). As hypothesized, greater age was related to less mastery of both teamwork knowledge and strategy knowledge, whereas female gender was related to less mastery of strategy knowledge only. Another focus was on possible evaluative bias in OLP, with individuals’ knowledge mastery and career-relevant circumstantial factors taken into account. Notably, knowledge mastery partially explained the appreciable overall relationship of age with OLP, yet fully explained the modest overall relationship of gender with OLP. Therefore, some evaluative bias existed for age but not gender. The overall pattern of results revealed that an intrapersonal consequence (i.e., knowledge mastery) of demographic-based role incongruence overshadowed any interpersonal bias in evaluation, pointing to a new direction for theory and research.

Status and organizational entry: how organizational and individual status affect justice perceptions of hiring systems

Abstract: Despite the fact that cognitive ability tests are highly predictive of job applicants’ future performance, these tests are often viewed as procedurally unfair by both hiring managers and job applicants. In this paper, we build on existing rationales by theorizing that status—both personal and organizational—may affect individuals’ procedural justice perceptions of selection tests. In 2 quasi-experimental studies representing 435 managers and executives across both the United States and United Kingdom, we demonstrate that status is a double-edged sword: helpful for high-status organizations that use demanding selection tests to choose applicants but harmful because high-status job applicants view these selection tests as more procedurally unjust than low-status applicants.

Intraorganizational employee navigation and socially derived outcomes: conceptualization, validation, and effects on overall performance

Abstract: Intraorganizational employee navigation (IEN) is conceptualized as a means of better understanding how the organizational actor proactively works across their firm's internal environment in the execution of their jobs. Navigation is argued to be a precursor to the employee's overall performance through a class of mediating variables labeled “socially derived outcomes,” which are variables inside the organization that are bestowed upon the employee as a result of them first engaging in proactive behavior (e.g., IEN). Two studies are reported. Study I sees IEN psychometrically validated versus a range of existing proactive behaviors and individual traits (discriminant, nomological, and criterion-related validity) with a heterogeneous sample of 704 employees. Study II then tests a model relating IEN to performance through six mediating “socially derived outcomes” by leveraging data from 2 Fortune 500 firms. The results of Study II show that IEN significantly impacts multiple measures of the employee's overall performance through mediating effects brought about by key socially derived outcomes, such as the employee's “manager alignment.” The contributions, broader implications, and limitations of the research are then put into context.