管理胜任特征与工作绩效关系研究

本研究以情景评价为基础,对管理胜任特征与工作绩效间的关系进行了探讨。结果表明：管理胜任特征在职位层次和性别上存在显著差异;管理胜任特征指标对工作绩效维度的预测效应不同,关系胜任特征是人际促进和工作奉献的有效预测指标,问题解决特征主要对任务绩效和人际促进有预测力．而诚信责任特征则更多的影响管理者的工作奉献。研究为理解管理胜任特征与绩效间的关系提供了实证支持。     

适应性绩效：一个尚需深入研究的领域

适应性绩效是指应对工作要求和环境变化的各类行为。相关实证研究表明, 适应性绩效与任务绩效和周边绩效可能存在内容上的重叠, 有关适应性绩效的具体结构维度还存在争议。一般认知能力、知识技能、大五人格、自我效能、组织内的人际支持和环境支持, 以及组织外社会关系网络等因素对适应性绩效具有预测作用。未来的研究可以从适应性绩效的理论建构、测量工具、影响因素和实践应用等方面进行深入探讨。     

教师工作价值观与工作绩效的关系研究

目的 探讨教师工作价值观与工作绩效的关系。方法 采用教师工作价值观量表和工作绩效量表,对645名中小学教师进行了测量,运用SPSS17.0对数据进行统计分析。结果 教师工作价值观与工作绩效间存在显著的正相关,但相关水平较低;利他奉献、安全稳定及声望地位维度是任务绩效、工作奉献及总体绩效的预测指标,利他奉献、安全稳定及人际关系维度是人际促进绩效的预测指标。结论 教师工作价值观能在一定程度上预测其工作绩效。     

大五人格和工作绩效相关性研究的进展

人格和工作绩效关系的探究正成为研究者关注的主题。本文围绕人格对工作绩效的预测力、影响人格和绩效的中介变量、人格与关系绩效、人格与管理绩效等方面,对大五人格和工作绩效二者的相关性研究进行了回顾。     

心理资本与工作绩效的关系:基于本土心理资本理论的视角

采用问卷调查法,以445名企业员工和MBA学员为调查对象,考察了本土心理资本与适应性绩效的关系。结果表明:(1)本土心理资本对任务绩效和周边绩效均有显著的预测作用;其中事务型心理资本对任务绩效的预测作用较强;而人际型心理资本对周边绩效的预测作用较强。(2)本土心理资本对适应性绩效有显著的正向预测作用;其中事务型心理资本主要影响了压力与应急管理、创新问题解决、岗位持续学习等维度,而人际型心理资本则主要影响了人际与文化适应和岗位持续学习等维度。(3)适应性绩效在事务型和人际型心理资本与周边绩效间起部分中介作用,在事务型心理资本与任务绩效间也起部分中介作用。(4)在控制事务型心理资本的前提下,人际型心理资本对适应性绩效和周边绩效仍有显著的预测作用,显示人际型心理资本的构念具备实证效度。     

青少年印象管理倾向及其人格影响因素

编制了青少年印象管理倾向量表,并采用中学生人格五因素量表、一般自尊量表、自我监控量表考察了不同印象管理倾向的影响因素,结果发现:①因素分析显示青少年印象管理存在人际倾向和自我倾向;②青少年人际倾向印象管理预测因素有自我监控、情绪性和谨慎性,自我倾向印象管理受到外向性、开放性、自尊预测;③在发展特点上,青少年由注重自我倾向到注重自我、人际倾向印象管理的共同发展。研究提示,青少年印象管理有人际和自我两个动机性倾向,自编制量表是可适用的测验工具。     

结构化面试预测效度的贡献成分分析

以情境面试和行为面试为主要形式的结构化面试,被广泛证明能够预测员工绩效,但其构念效度一直没被清晰地证明.面试的结构性、应聘者印象管理行为、动机、认知能力和人格特征等成分对结构化面试的预测效度都有积极贡献,这种对结构化面试预测效度贡献成分的分析有助于认清结构化面试的构念效度.未来的研究需关注结构化面试构念是否以人际技能为主,以及人际技能、动机、认知能力各自所占比重.     

人格特质与行为绩效关系研究

人格特质理论产生的目的就是要找到行为产生的根源,并用于解释和预测人的行为。这就注定了人格特质理论在解释和预测人的行为绩效以及人才选拔中的影响力。但许多研究结果表明,人格特质与行为绩效的相关系数并不是很高(0．15——0．25)。这与特质理论所持假设的片面及其在测验上存在的问题有关。     

个体情绪智力与工作场所绩效关系的元分析

运用元分析方法对个体情绪智力与工作场所绩效的关系问题进行了探讨。来源于75项研究的87个独立样本满足了元分析的标准(N=12882)。元分析结果发现, 整体上个体情绪智力与工作场所绩效有中等程度的相关(r=0.28); 情绪智力测量工具、绩效衡量标准、实证数据特点和文化差异等会调节影响它们之间的关系; 在多种调节效应中, 中国文化背景下它们之间的关系最强(r=0.37)。结果表明, 情绪智力能有效地预测工作绩效; 情绪智力与工作绩效的关系强度受不同因素影响会发生小幅变化; 文化差异对它们之间关系的影响最为明显。此结果提供了情绪智力预测工作绩效的精确估计, 并能为未来情绪智力研究指引方向。     

应聘者印象管理研究述评

应聘者的印象管理行为在求职面试情境中是一种普遍现象,其目的旨在赢得面试考官的良好评价。应聘者印象管理行为包括有3类策略：获得性策略、保护性策略及非言语策略;同时,对应聘者印象管理行为的测量也要从印象管理策略的测量和印象管理风格的测量两个方面入手。另外,在整合已有文献的基础上,还从面试情境与应聘者印象管理行为、应聘者个性特质与印象管理策略使用、应聘者印象管理行为与面试结果及招聘者对应聘者印象管理识别等4个方面综述了应聘者印象管理研究的发展现状,并指出了现有研究存在的问题及未来研究的方向     

Do Impression Management Scales in Personality Inventories Predict Managerial Job Performance Ratings?

Theorists have argued that impression management scales should predict job performance in jobs where interpersonal interactions are important. This research examined the correlation between impression management scale scores and overall job performance as well as its component dimensions for managerial jobs (one type of job requiring considerable interpersonal interaction). First, a meta‐analysis was conducted to determine the relationship between impression management scale scores and overall managerial performance. Results indicated that the correlation was .04 (k = 17, N = 20,069) for managers. Two additional studies were conducted to investigate the relationship between impression management and specific facets or dimensions of managerial performance. In one of these two studies, the relationships between impression management scores and supervisory ratings on 24 performance facets were investigated for 826 managers. Criterion‐related validities ranged from ‐.06 to .07. In the second study, correlations of an impression management scale with ratings on 22 dimensions of performance were examined using a sample of 257 executives. The validities ranged from .01 to .11. There appears to be little evidence that impression management scales predict job performance in at least one job category where interpersonal interactions are important (management). Potential relevance of these results for understanding social desirability in personality measurement for personnel selection is discussed.     

Revisiting the relationship between impression management and job performance

Although theoretical arguments suggest that impression management should be related to job performance, empirical results have been unsupportive of the association. We argue that this relationship, however, may be found for specific jobs (sales) using a specific objective criterion (sales revenue). We tested this hypothesis across two samples. The first sample utilized a concurrent design and found a significant association between impression management and objective job performance. Furthermore, impression management demonstrated incremental validity over conscientiousness. In the second sample, using a different impression management scale and a predictive design we found that impression management was related to sales revenue, and showed incremental validity over cognitive ability. Implications for research and practice are discussed.     

Self-monitoring and Sex As Related to Assessment Center Rating and Job Performance

Snyder's Self-Monitoring Test was included in a 1-day assessment center for computer salespersons. It was predicted that self-monitoring would be related to success at the assessment center (where impression management is crucial for employment) and to success in the boundary-spanning role of computer sales. The relationships with self-monitoring were predicted to be stronger for women than for men because these computer sales jobs have been less traditional for women than for men. Results indicate that there were significant correlations between self-monitoring scores and the overall assessment rating only for women. Furthermore, self-monitoring was significantly related to job retention after 1 year only for women, but self-monitoring scores predicted job retention as well as did the assessment center ratings for both men and women. It was suggested that impression management ability (self-monitoring) is more strongly related to job auditions and job retention when the role is nontraditional to gender.     

Perceived competence and impression management: Testing the mediating and moderating mechanisms

Using a diverse and unique sample of triads (N = 191 self, peer, and supervisor reports) from a field survey of two service sector organisations, this study examined the effects of perceived competence (self‐reported) and supervisor‐rated performance ratings on peer‐rated impression management. The study also tested the mediating role of performance in competence–impression management relationships and the moderating role of job satisfaction (self‐reported) in performance–impression management relationships using bootstrapping techniques. The study further examined the conditional indirect effects (i.e., moderated mediation) of perceived competence on impression management. The sample consisted of white collar employees from a government organisation and a leading cellular company in a developing country (i.e., Pakistan). Employees with low perceived competence were more likely to use impression management tactics than were those with high perceived competence. Similarly, poor performance ratings produced high impression management. Moreover, performance mediated the relationship between competence and impression management. The findings also suggest that perceived competence has a negative indirect effect on impression management for those with high levels of job satisfaction. Finally, impression management was highest when performance and satisfaction were low.     

Impression management and overclaiming on job applications: Related to future sales performance?

Despite decades of research on the role of socially desirable responding (SDR) in hiring contexts, it remains unclear whether job applicant SDR is related to future employee performance. Drawing on a large sample of 1,084 retail sales employees and their original job application data, this study examined the predictive validity of two operationalizations of SDR: (a) impression management captured using a personality scale and (b) overclaiming familiarity with a list of products that were directly relevant to the job. Neither measure was used to inform the hiring decisions. Results showed that job applicant impression management and overclaiming were unrelated to four indicators of future sales performance as employees. Implications for organizational selection policies involving applicant SDR are discussed.     

The influence of job familiarity and impression management on self-report measure scale scores and response latencies

Two studies were conducted to examine the effects of job familiarity and impression management on response latencies and scale scores for measures of personality and situational judgment. In a laboratory study using university students and a field study using U.S. Border Patrol Agent applicants, impression management was generally associated with faster personality item responses when job familiarity was high and with slower responses when job familiarity was low. Both impression management and job familiarity were associated with personality item responses that were more likely to lead to a job offer. The field study revealed a similar pattern of results for situational judgment scale response latencies, although only impression management was associated with item responses that were more likely to lead to a job offer. The implications for using response latencies to detect impression management on self-report measures are discussed.     

Transparency of Assessment Centers: Lower Criterion‐related Validity but Greater Opportunity to Perform?

Assessment centers (ACs) are popular selection devices in which assessees are assessed on several dimensions during different exercises. Surveys indicate that ACs vary with regard to the transparency of the targeted dimensions and that the number of transparent ACs has increased during recent years. Furthermore, research on this design feature has put conceptual arguments forward regarding the effects of transparency on criterion‐related validity, impression management, and fairness perceptions. This study is the first to examine these effects using supervisor‐rated job performance data as the criterion. We conducted simulated ACs with transparency as a between‐subjects factor. The sample consisted of part‐time employed participants who would soon be applying for a new job. In line with our hypothesis, results showed that ratings from an AC with nontransparent dimensions were more criterion valid than ratings from an AC with transparent dimensions. Concerning impression management, our results supported the hypothesis that transparency moderates the relationship between self‐promotion and job performance, such that self‐promotion in the nontransparent AC was more positively related to job performance than self‐promotion in the transparent AC. The data lent no support for the hypothesis that participants’ perceptions of their opportunity to perform are higher in the transparent AC.     

Using the BIDR to Distinguish the Effects of Impression Management and Self‐Deception on the Criterion Validity of Personality Measures: A Meta‐Analysis

Although the use of personality tests for personnel selection has gained increasing acceptance, researchers have raised concerns that job applicants may distort their responses to inflate their scores. In the present meta‐analysis, we examined the effects of the two dimensions of social desirability, impression management and self‐deception, on the criterion validity of personality constructs using the balanced inventory of desirable responding (BIDR). The results indicate that impression management and self‐deception did not create spurious effects on the relationship between personality measures and performance, nor did they function as performance predictors. Moreover, removing the influence of impression management or self‐deception from personality measures did not substantially attenuate the criterion validity of personality variables. Implications of the results and directions for future research are also discussed.     

Servant leadership and employee outcomes: the moderating role of subordinates’ motives

Drawing from implicit leadership theories we advance servant leadership theory by examining moderating mechanisms that explain under what conditions servant leader behaviours impact followers in organizations. Specifically, we focused on the moderating role of subordinates’ motivational orientations—prosocial values or impression management motives—in relationships between servant leadership behaviours and job satisfaction, as well as subordinate organizational citizenship behaviours (OCBs). Using time-lagged data collected from 192 supervisor-subordinate dyads, we found that servant leadership was positively associated with employees’ job satisfaction, but not significantly related to their performance of OCBs. We also found evidence that subordinates’ motives moderate the relationships between servant leadership and outcomes. Specifically, employees high on impression management experienced lower levels of job satisfaction than their lower scoring counterparts. Our findings suggest that servant leadership may not be equally beneficial for all followers. We discuss implications for theory and practice.     

基于个体优势的工作重塑

发挥优势(using strengths)能让我们感到充实、真实与高效;而重塑工作(crafting job)则使我们的工作充满意义、认同与使命感。整合优势理论、工作重塑、职业成功和呼唤(calling)研究的已有成果,可以发现:(1)基于个体优势的工作重塑(strengths-based job crafting,SJC)是一个新构念,对优势理论与工作重塑研究具有重要的理论贡献与实践价值;(2)SJC能对个人职业成功、呼唤感及组织绩效产生影响;(3)影响SJC的因素包括个人因素、组织因素与社会文化价值取向。未来研究应以实证的方式重点探索中国情境下SJC的测量与影响机制问题。