Effect of Applicant's Clothing on Interviewer's Decision to Hire

This research investigated the extent to which an applicant's clothing influenced interviewer's perceptions of management characteristics and decisions to hire women for management positions. One hundred nine respondents (from marketing and banking) viewed color videotapes of four women applicants interviewing for a management position. The applicants were wearing one of four experimental costumes which differed in masculinity. The respondents rated each applicant on five management characteristics and made hiring recommendations for each applicant. Clothing masculinity was significant in predicting the perception of all the management characteristics examined. Applicants were perceived as more forceful, aggressive and so on when wearing more masculine clothing. Applicants also received more favorable hiring recommendations when wearing more masculine clothing. The mediating effect of the respondent's gender and occupation on perception of management characteristics and hiring decisions was not significant. The findings are discussed from an integrated conceptual framework.     

Communicating Negative Hire Decisions to Applicants: Fulfilling Psychological Contracts

This study demonstrates that characteristics of rejection letters combine in a complex manner to affect impressions of the organization, and likelihood of re-applying to and of patronizing the organization. Specifically, the most negative reactions to rejection letters were found when a contact person existed, along with a long time interval before receiving a letter that failed to include an explicit statement of rejection. Some support was found for the failure to receive a rejection letter as a psychological contract violation.     

Psychometric Properties of a Structured Behavioral Interview to Hire Private Security Personnel

This paper reports on a study about the reliability and validity of a structured behavioral interview to assess private security personnel. Reliability was estimated using interrater coefficients. Two independent interviewers were used to rate each interviewee. Results show a reliability coefficient of .81 (N = 43) and .89 with Spearman-Brown correction for two raters. Validity was estimated using a content validation approach. This strategy was suggested by Lawshe (1975) to estimate the content validity of selection tests. So far, only two studies carried out by Schmitt and Ostroff (1986) and Carrier et al. (1990) have used Lawshe's strategy in the structured behavioral interview case. The interview consisted of seven questions and each was rated by 11 experts in the job. Results show a significant content validity ratio (CVR) for majority of the questions in the interview and a content validity index (CVI) of .89. Implications of these findings for the practice of the structured behavioral interview are discussed and future research is suggested.     

Recruitment Sources and Post‐Hire Outcomes: The Mediating Role of Unmet Expectations

Two decades ago it was hypothesized that met expectations mediate the relationship between recruitment sources (internal vs. external) and post‐hire outcomes. The current study tested this mediator hypothesis with new employees and found that those who entered the organization via internal recruitment sources experienced less unmet expectations than employees recruited via external recruitment sources. In addition, unmet expectations mediated the relation between type of recruitment source (internal vs. external) and both job satisfaction and organizational commitment. The study also found a considerable number of employees who reported that they have used multiple recruitment sources.     

Managers' Views of How to Hire: Building Bridges Between Science and Practice

It has been suggested that the state of practice in employee selection differs markedly from the state of research. We explored this issue in interviews with 166 line managers, who were asked to describe their own successes and failures in hiring, as well as what hiring issues they would like to learn more about. Managers attributed their hiring successes primarily to luck and intuition, but also acknowledged the value of using a more systematic and rigorous approach to hiring. Managers' comments imply a lack of awareness of research, rather than a lack of interest in topics being researched. The scientist–practitioner gap thus seems to relate more to the usage of research than to the focus of research questions.     

Testing the Impact of Job Search and Recruitment Source on New Hire Turnover in a Maquiladora

En faisant appel à un échantillon de 345 travailleurs mexicains d'une maquiladora , cette étude met à l'épreuve l'impact d'échelles de comportement de recherches préliminaires et actives de travail, l'impact de l'orientation des salariés et de mesures des sources de recrutement américaines et mexicaines sur le changement de personnel. Au delà des variables sous contrôle, la recherche active de travail et les mesures des sources de recrutement et d'orientation des salariés entretenaient des relations positives et significatives avec le changement de personnel. Beaucoup des sources de recrutement mexicaines présentaient avec les démissions une liaison négative plus forte que beaucoup des sources de recrutement américaines. Les résultats montrent qu'une prise en considération attentive de la culture mexicaine est indispensable si l'on veut favoriser un développement réussi des multinationales au Mexique.
Using a sample of 345 Mexican maquiladora workers, this study tested the impact of preparatory and active job search behavior scales, employee referral, US and Mexican recruitment source measures on new hire turnover. Beyond controlled-for variables, active job search and employee referral recruitment source measures were found to have significant, positive relationships to new hire turnover. Number of Mexican recruitment sources used had a stronger negative relationship to voluntary turnover than number of US recruitment sources used. These findings suggest that careful consideration of Mexican culture is needed to enhance the successful growth of international firms in Mexico.     

Youth's Dilemma: To Be or To Become

Youth should be engaged in three basic intellectual and moral activities: (a) selecting life purposes, (b) limiting their concern for immediate satisfaction, and (c) striving to become their highest and best potentiality. Teachers and counselors have a responsibility to aid growth in confronting the dilemmas inherent in these problems.     

How To Extend The Dialogical Approach To Provability Logic

The core ideas of the dialogicalapproach to modal propositional logic are explainedby means of an elementary example. Subsequently,ways of extending this approach to the system G ofso-called provability logic are checked, therebyraising the question whether the dialogician is inneed of shaping his Nichtverzögerungsregel(non-delay-rule), in order to get it sufficiently precise,in different ways for different modal systems.     

Habituation To The Reinforcer May Contribute To Multiple-schedule Behavioral Contrast

Habituation to the reinforcer may contribute to multiple-schedule behavioral contrast. According to this argument, reducing reinforcers in one component of a multiple schedule reduces habituation to the reinforcer. Reducing habituation enhances the value, or effectiveness, of the remaining reinforcers, producing positive contrast. Enriching the reinforcers in one component increases habituation to that reinforcer. Increasing habituation decreases the effectiveness of the reinforcer, producing negative contrast. Such an idea is simple and parsimonious. It is not contradicted by any well-established finding in the contrast literature. It makes several tested and untested predictions that are unusual. However, habituation cannot explain all contrast. A complete explanation requires postulating that at least one additional mechanism, controlled by the conditions of reinforcement in the following component, also contributes to contrast.