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1.
Benjamin A. Everly Miguel M. Unzueta Margaret J. Shih 《Journal of business and psychology》2016,31(2):293-306
Purpose
The purpose of this study was to investigate whether men and women differentially prefer hiring gay and lesbian job applicants relative to equally qualified heterosexual job applicants.Design/Methodology/Approach
Data were collected from two samples of non-student participants. Each participant evaluated the perceived hirability of an ostensibly real job applicant by reviewing the applicant’s resume. In reality, all participants were randomly assigned to evaluate the same fictitious resume that differed only in the gender and sexual orientation of the applicant.Findings
We find that men perceived gay and lesbian job applicants as less hirable, while women perceived gay and lesbian job applicants as more hirable than heterosexual job applicants. Additionally, we show perceptions of hirability are mediated by perceptions of gay and lesbian job applicants’ competence.Implications
These results show that bias against gays and lesbians is much more nuanced than previous work suggests. One implication is that placing more women in selection roles within organizations could be a catalyst for the inclusion of gay and lesbian employees. Additionally, these results could influence when and how gays and lesbians disclose their gay identities at work.Originality/Value
These studies are the first to identify a positive bias in favor of gay and lesbian job applicants. As attitudes toward gays and lesbians become more positive, results like these are important to document as they signal a shift in intergroup relations. These results will also help managers and organizations design selection processes to minimize bias toward applicants.2.
3.
A. James Illingworth Neil A. Morelli John C. Scott Scott L. Boyd 《Journal of business and psychology》2015,30(2):325-343
Purpose
The purpose of this study was to determine the usage rates, measurement equivalence, and potential outcome differences between mobile and non-mobile device-based deliveries of an unproctored, non-cognitive assessment.Design/Methodology/Approach
This study utilized a quasi-experimental design based on archival data obtained from applicants who completed a non-cognitive assessment on a mobile (n = 7,743; e.g., smartphones, tablet computers) or non-mobile (n = 929,341; e.g., desktop computers) device as part of an operational, high-stakes pre-employment selection process.Findings
One percent of applicants used mobile devices to complete the assessment. Multiple-group confirmatory factor analysis indicated the assessment was equivalent across mobile and non-mobile devices at the configural, metric, scalar, and latent mean levels. A comparison of observed score means using one-way and factorial ANOVAs demonstrated that the use of mobile and non-mobile devices did not produce any practically significant score differences on the assessment across devices or applicant demographic subgroups.Implications
Industry and technological trends suggest mobile device usage will only increase. Thus, demonstrating that mobile device functionality and hardware characteristics do not change the psychometric functioning or applicant outcomes for a non-cognitive, text-based selection assessment is critical to talent assessment.Originality/Value
This study provides the first empirical examination of the usage of mobile devices to complete talent assessments and their impact on assessment properties and applicant outcomes, and serves as the foundation for future research and application of this growing technological trend in pre-employment assessment.4.
Marie Waung Pam McAuslan Jeff M. DiMambro Natalia Mięgoć 《Journal of business and psychology》2017,32(6):727-746
Purpose
This study contributes to the ecological validity of resume research by systematically examining the impression management (IM) content of actual resumes and cover letters and empirically testing the effect on applicant evaluation.Design/methodology/approach
A content analysis of the frequency and intensity of IM tactic use in 60 resumes and cover letters was completed (Study 1). Next, an experiment was conducted in which IM tactic use was manipulated and the effect on applicant evaluation examined, using a sample of MTurk workers as evaluators (Study 2).Findings
In Study 1, four self-promotion categories, three ingratiation categories, and one hybrid category were delineated. In Study 2, ingratiation and lower intensity self-promotion were found to increase perceptions of job and organization fit.Implications
Employers should be aware that resumes and cover letters contain IM tactics that may influence applicant evaluation. In addition, employment training programs might communicate the benefits of using ingratiation and lower intensity self-promotion, while emphasizing the importance of accurately conveying one’s qualifications. Furthermore, the present taxonomy of IM resume content might be applied to resume database search engines to identify and index IM tactic use.Originality/value
This research is the first to develop a taxonomy of IM tactics based on actual resumes and cover letters and may facilitate more comprehensive manipulations of IM tactic use and better integration of IM research across the selection process.5.
Purpose
We investigated how job applicants’ personalities influence perceptions of the structural and social procedural justice of group selection interviews (i.e., a group of several applicants being evaluated simultaneously). We especially addressed trait interactions between neuroticism and extraversion (the affective plane) and extraversion and agreeableness (the interpersonal plane).Design/Methodology/Approach
Data on personality (pre-interview) and justice perceptions (post-interview) were collected in a field study among job applicants (N = 97) attending group selection interviews for positions as teachers in a Norwegian high school.Findings
Interaction effects in hierarchical regression analyses showed that perceptions of social and structural justice increased with levels of extraversion among high scorers on neuroticism. Among emotionally stable applicants, however, being introverted or extraverted did not matter to justice perceptions. Extraversion did not impact on the perception of social justice for applicants low in agreeableness. Agreeable applicants, however, experienced the group interview as more socially fair when they were also extraverted.Implications
The impact of applicant personality on justice perceptions may be underestimated if traits interactions are not considered. Procedural fairness ratings for the group selection interview were high, contrary to the negative reactions predicted by other researchers. There was no indication that applicants with desirable traits (i.e., traits predictive of job performance) reacted negatively to this selection tool.Originality/Value
Despite the widespread use of interviews in selection, previous studies of applicant personality and fairness reactions have not included interviews. The study demonstrates the importance of previously ignored trait interactions in understanding applicant reactions.6.
Charn P. McAllister John N. Harris Wayne A. Hochwarter Pamela L. Perrewé Gerald R. Ferris 《Journal of business and psychology》2017,32(2):147-164
Purpose
The purpose of this study was to investigate the moderating effect of perceived resource availability on the relationship between work passion and employee well-being (i.e., job satisfaction and job tension) and performance (i.e., job performance and citizenship behaviors) using self-determination theory.Design/Methodology/Approach
Data were obtained through surveys distributed via an online platform (Sample 1) and to employees of three professional organizations: a municipal agency (Sample 2), an engineering firm (Sample 3), and an advertising organization (Sample 4).Findings
The interaction between employees’ work passion and their perceptions of available resources was associated with employees’ well-being and performance, such that greater work passion was associated with positive outcomes when resources were perceived as available. Conversely, heightened work passion was associated with job tension and fewer positive benefits when perceived available resources were low.Implications
Work passion is often touted by employers as a valuable characteristic for employees, but, as these findings suggest, there are conditions that must be met in order for employees to experience positive well-being and performance outcomes. This information will likely prove invaluable for those employers seeking to best support their passionate employees.Originality/Value
Research into the area of work passion is small but growing, and this study provides valuable insight into a key boundary condition for the effectiveness of passion: perceived resource availability. Additionally, this study identifies circumstances in which passionate employees actually experience a negative work outcome. Further, the multiple samples and constructive replication employed help provide confidence and a strong empirical foundation for the results.7.
Eden King Jeremy Dawson Jaclyn Jensen Kristen Jones 《Journal of business and psychology》2017,32(1):1-19
Purpose
This paper advances a socioecological perspective toward understanding the relationship between demography and job attitudes by considering the joint effects of individual ethnicity and ethnic group relative representation—the degree to which an individual’s own demographic group is represented similarly in their organization and the community in which the organization is located.Design/Methodology/Approach
Hierarchical polynomial regression analyses of census and survey data from 57,000 employees of 142 hospitals in the United Kingdom suggest that ethnic group relative representation is related to ethnic minority employees’ job satisfaction and turnover intentions.Findings
An asymmetric pattern emerged wherein the effect of under-representation on turnover intentions was stronger than the effect of over-representation. Moreover, the effects of relative representation varied with respectful treatment by coworkers; relative representation had little effect on attitudes of employees who reported low levels of coworker respect but generally enhanced attitudes when respect was high.Originality/Value
This work points to the meaningful role that socioecological factors can play in what are typically considered to be intraorganizational phenomena, thereby highlighting the need for organizational research to assess relevant aspects of the communities in which organizations are embedded.8.
Juan M. Madera 《Journal of business and psychology》2018,33(3):423-442
Purpose
In order for diversity management programs to serve as competitive resources, organizations must attract employees who will fit in and support an organization’s diversity management programs. Two experiments examined situational perspective taking, in which one imagines being the target of workplace discrimination, as an intervention to increase positive attitudes toward organizations that invest in diversity management programs. Participant gender and ethnic identity were examined as moderators.Design/Methodology/Approach
In two experiments, managers (study 1) and active job seekers (study 2) were instructed to imagine and write down how they would feel if they were the targets of workplace discrimination and read recruitment materials of an organization and its investment in diversity management programs.Findings
Both studies showed that engaging in a situational perspective taking about being the target of workplace discrimination led to more P-O fit and organizational attraction toward an organization that has diversity management programs. The effect of situational perspective taking had a greater impact on White men than on women and ethnic minority participants.Implications
These results suggest that the design of organizational recruitment activities should highlight their support of diversity management programs and emphasize that all member benefit from diversity management programs. Originality/value—despite theoretical work that suggests that organizational attitudes are an important factor for the effectiveness of diversity management programs, this is the first known research that shows that perspective taking can help people see the value in diversity management.9.
Purpose
Questionable research or reporting practices (QRPs) contribute to a growing concern regarding the credibility of research in the organizational sciences and related fields. Such practices include design, analytic, or reporting practices that may introduce biased evidence, which can have harmful implications for evidence-based practice, theory development, and perceptions of the rigor of science.Design/Methodology/Approach
To assess the extent to which QRPs are actually a concern, we conducted a systematic review to consider the evidence on QRPs. Using a triangulation approach (e.g., by reviewing data from observations, sensitivity analyses, and surveys), we identified the good, the bad, and the ugly.Findings
Of the 64 studies that fit our criteria, 6 appeared to find little to no evidence of engagement in QRPs and the other 58 found more severe evidence (91 %).Implications
Drawing upon the findings, we provide recommendations for future research related to publication practices and academic training.Originality/value
We report findings from studies that suggest that QRPs are not a problem, that QRPs are used at a suboptimal rate, and that QRPs present a threat to the viability of organizational science research.10.
Janneke K. Oostrom Klaus G. Melchers Pia V. Ingold Martin Kleinmann 《Journal of business and psychology》2016,31(2):279-291
Purpose
The present study examined two theoretical explanations for why situational interviews predict work-related performance, namely (a) that they are measures of interviewees’ behavioral intentions or (b) that they are measures of interviewees’ ability to correctly decipher situational demands.Design/Methodology/Approach
We tested these explanations with 101 students, who participated in a 2-day selection simulation.Findings
In line with the first explanation, there was considerable similarity between what participants said they would do and their actual behavior in corresponding work-related situations. However, the underlying postulated mechanism was not supported by the data. In line with the second explanation, participants’ ability to correctly decipher situational demands was related to performance in both the interview and work-related situations. Furthermore, the relationship between the interview and performance in the work-related situations was partially explained by this ability to decipher situational demands.Implications
Assessing interviewees’ ability to identify criteria might be of additional value for making selection decisions, particularly for jobs where it is essential to assess situational demands.Originality/Value
The present study made an effort to open the ‘black box’ of situational interview validity by examining two explanations for their validity. The results provided only moderate support for the first explanation. However, the second explanation was fully supported by these results.11.
Michel Tremblay 《Journal of business and psychology》2017,32(4):363-378
Purpose
This study examines the cross-level influence of positive and offensive leader humor climates on employee inclusion and citizenship behaviors, and the moderating effect of trust in such relationships.Design/Methodology/Approach
We collected data from a sample of 225 respondents nested within 23 teams from a Canadian financial organization. A multilevel confirmatory analysis was used to provide evidence that variables of this study are distinct and a HLM analysis to test the hypotheses.Findings
We find that employees’ perception of inclusion is influenced much more by an offensive humor climate than by a positive one. The results also suggest that the perception of inclusion plays a significant intermediary role in the influence of humor climates on citizenship behavior. Finally, trust in leaders acts as an important contingent condition in the effectiveness of a humor climate.Implications
Use of humor does not always pay. Offensive humor by supervisor is a risky strategy that may undermine the beneficial effects of positive humor climate, increase employee exclusion and weaker individual performance.Originality/Value
Our study shows the utility of using micro- and macro-approaches, and more specifically, the relevance of adopting an integrative multilevel view of the effect of a humor environment in predicting individual inclusion and citizenship behaviors.12.
Perceptions of Nepotism Beneficiaries: The Hidden Price of Using a Family Connection to Obtain a Job
Purpose
This study tested competing predictions about the impact of nepotistic hiring on perceptions of nepotism beneficiaries, focusing specifically on the performance attributions made about nepotism hires. Of particular interest is how the qualifications of the family member compared to other applicants impacts perceptions of the nepotism hire.Methodology
Two experimental studies, using scenarios that simulated the hiring process, were conducted. Participants reviewed materials describing the hiring process for a manager and then completed a questionnaire assessing their perceptions of the person hired.Findings
Results showed that successful performance of nepotism beneficiaries was attributed more to political skills and relationships with upper management and less to ability and effort than was the case for non-beneficiaries and that they were perceived as less competent and as having fewer characteristics of successful managers. These negative perceptions occurred regardless of the family member’s qualifications.Implications
This study contributes to our understanding of nepotistic hiring practices. More negative performance attributions and perceptions of competence for nepotism beneficiaries may hinder their effectiveness on the job. Knowledge gained from this study may help businesses who want to hire family members of current employees to manage this process more effectively.Originality/Value
This is one of the first studies to examine the consequences of nepotistic hiring for nepotism beneficiaries and the first study to examine how nepotistic hiring effects the performance attributions made about nepotism beneficiaries. It is also the only study to empirically examine how the qualifications of the nepotism beneficiary influence others’ reactions to them.13.
Lauren Borden Paul E. Levy Stanley B. Silverman 《Journal of business and psychology》2018,33(3):345-364
Purpose
The purpose of this study was to investigate the association between leader arrogance on subordinate outcomes of feedback seeking, morale, and burnout through its relationships with subordinate feedback environment perceptions. Additionally, perceived organizational support and subordinate feedback orientation are examined as moderators that influence the degree to which leader arrogance exerts its effects on these outcomes.Design/Methodology/Approach
Survey data were obtained from 302 participants on Amazon’s Mechanical Turk website and analyzed using Hayes’ (2013) PROCESS in SPSS.Findings
Subordinates with more arrogant supervisors reported less favorable feedback environment perceptions, and subsequently, lower levels of feedback seeking, morale, and higher levels of burnout. Perceived organizational support and feedback orientation were identified as significant moderators in these relationships. Subordinates were less vulnerable to the negative outcomes of leader arrogance when they experienced higher levels of perceived organizational support. Finally, subordinates with favorable feedback orientations exhibited lower levels of feedback seeking in the face of the unfavorable feedback environments associated with arrogant leaders.Implications
Given these findings, leader arrogance should be of great concern to organizations, as subordinates exposed to arrogant leaders are likely to experience adverse outcomes. Supplementing perceptions of organizational support may help alleviate some of these effects. Additionally, subordinates with favorable feedback orientations may be particularly vulnerable to the effects of leader arrogance on outcomes of feedback seeking and morale.Originality/Value
This study is the first to demonstrate the interpersonal implications of leader arrogance for subordinates, as well as explore mediators that play a role in these relationships.14.
Nanette L. Yragui Caitlin A. Demsky Leslie B. Hammer Sarah Van Dyck Moni B. Neradilek 《Journal of business and psychology》2017,32(2):179-196
Purpose
The present study examined the moderating effects of family-supportive supervisor behaviors (FSSB) on the relationship between two types of workplace aggression (i.e., patient-initiated physical aggression and coworker-initiated psychological aggression) and employee well-being and work outcomes.Methodology
Data were obtained from a field sample of 417 healthcare workers in two psychiatric hospitals. Hypotheses were tested using moderated multiple regression analyses.Findings
Psychiatric care providers’ perceptions of FSSB moderated the relationship between patient-initiated physical aggression and physical symptoms, exhaustion and cynicism. In addition, FSSB moderated the relationship between coworker-initiated psychological aggression and physical symptoms and turnover intentions.Implications
Based on our findings, family-supportive supervision is a plausible boundary condition for the relationship between workplace aggression and well-being and work outcomes. This study suggests that, in addition to directly addressing aggression prevention and reduction, family-supportive supervision is a trainable resource that healthcare organizations should facilitate to improve employee work and well-being in settings with high workplace aggression.Originality
This is the first study to examine the role of FSSB in influencing the relationship between two forms of workplace aggression: patient-initiated physical and coworker-initiated psychological aggression and employee outcomes.15.
Haley M. Woznyj Alexandra M. Dunn Linda Rhoades Shanock Eric D. Heggestad Zoa Ordóñez Benjamin Uhrich 《Journal of business and psychology》2017,32(6):627-639
Purpose
The present study builds on prior research involving organizational support theory and the trickle-down effects of supervisors’ perceived organizational support (POS). We examine benefits of supervisor POS for the supervisors themselves (enhanced affective commitment and in-role performance), and a behavioral mechanism through which supervisors’ POS may lead to subordinate dedication, a multifaceted conceptualization of performance.Design/Methodology/Approach
Using three sources of data (from 139 human resource professionals, their 47 supervisors, and the 22 bosses of their supervisors) we assessed the hypothesized relationships using multilevel path modeling.Findings
Supervisors’ POS related positively to supervisors’ affective commitment to their organization, resulting in better supervisor in-role performance two months later. Also, having better performing supervisors resulted in more dedication by employees in the form of extra-role performance, as rated by their supervisor 2 months later, and extra hours worked.Implications
It appears providing organizational support to supervisors may result in beneficial outcomes for the supervisors and the organization in terms of supervisors’ enhanced emotional attachment to the company, and better performance in their job, with consequences for subordinate dedication in terms of extra hours worked and extra-role performance.Originality/Value
These findings contribute to organizational support theory by showing initial evidence that supervisor in-role performance can serve as an explanatory mechanism through which supervisors’ POS trickles down to aid subordinates.16.
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18.
Isabelle Odermatt Cornelius J. König Martin Kleinmann Maria Bachmann Heiko Röder Patricia Schmitz 《Journal of business and psychology》2018,33(2):263-282
Purpose
The purpose of this study is to provide a deeper understanding of uncivil meeting behaviors (UMBs) by exploring their frequency, potential predictors, and perceived impact on meeting outcomes. Five forms of UMBs were identified and examined. Key situational variables (meeting characteristics) and individual differences (Big Five factors and the Dark Triad of personality) were explored as potential predictors of UMBs.Methodology
We collected data from two independent samples of meeting participants (N s = 345, 170) via two online surveys. We used confirmatory factor analysis, correlations, hierarchical multiple regressions, and relative weight analyses to analyze the data.Findings
The findings demonstrated that attendees’ perceptions of UMBs were linked to lower ratings of meeting satisfaction and effectiveness. In particular, the ratings were most affected by the observation of attendees who did not participate actively and who showed inappropriate interpersonal behavior. Results further suggest situational variables (meeting purpose and meeting norms) and individual differences (narcissism, psychopathy, and agreeableness) as potential predictors of UMBs.Implications
By showing the consequences of UMBs on meeting outcomes and by providing insights into potential causes of engagement in UMBs, this study offers valuable input for running and leading work meetings.Originality/Value
No previous study has empirically examined how different forms of UMBs affect meeting outcomes. Additionally, the paper introduces situational and personality variables that may act as potential predictors of UMBs.19.
Purpose
Drawing from conservation of resources theory and affective events theory, this article examines the hitherto unexplored relationship between employees’ tenacity levels and problem-focused voice behavior, as well as how this relationship may be augmented when employees encounter adversity in relationships with peers or in the organizational climate in general.Design/Methodology/Approach
The study draws on quantitative data collected through a survey administered to employees and their supervisors in a large manufacturing organization.Findings
Tenacity increases the likelihood of speaking up about problem areas, and this relationship is strongest when peer relationships are characterized by low levels of goal congruence and trust (relational adversity) or when the organization does not support change (organizational adversity). The augmenting effect of organizational adversity on the usefulness of tenacity is particularly salient when it combines with high relational adversity, which underscores the critical role of tenacity for spurring problem-focused voice behavior when employees negatively appraise different facets of their work environment simultaneously.Implications
The results inform organizations that the allocation of personal energy to reporting organizational problems is perceived as particularly useful by employees when they encounter significant adversity in their work environments.Originality/Value
This study extends research on voice behavior by providing a better understanding of the likelihood that employees speak up about problem areas, according to their levels of tenacity, and explicating when this influence of tenacity tends to be more prominent.20.
Patrick E. Downes Amy L. Kristof-Brown Timothy A. Judge Todd C. Darnold 《Journal of business and psychology》2017,32(2):197-215