I feel,therefore you act: Intrapersonal and interpersonal effects of emotion on negotiation as a function of social power

We examine how emotion (anger and happiness) affects value claiming and creation in a dyadic negotiation between parties with unequal power. Using a new statistical technique that analyzes individual data while controlling for dyad-level dependence, we demonstrate that anger is helpful for powerful negotiators. They feel more focused and assertive, and claim more value; the effects are intrapersonal, insofar as the powerful negotiator responds to his or her own emotional state and not to the emotional state of the counterpart. On the other hand, effects of emotion are generally not intrapersonal for low-power negotiators: these negotiators do not respond to their own emotions but can be affected by those of a powerful counterpart. They lose focus and yield value. Somewhat surprisingly, the presence of anger in the dyad appears to foster greater value creation, particularly when the powerful party is angry. Implications for the negotiation and power literatures are discussed.     

THE INTERNATIONAL ASSIGNEE: THE RELATIVE IMPORTANCE OF FACTORS PERCEIVED TO CONTRIBUTE TO SUCCESS

The present study sought to empirically identify what factors are important for international assignee perceived success along with their relative importance. Subjects were 338 international assignees from diverse countries (nationality) and organizations, assigned to diverse countries, and performing diverse jobs. Five factors were identified and in a descending order of importance, these were Family Situation, Flexibility/Adaptability, Job Knowledge and Motivation, Relational Skills, and Extra-Cultural Openness. Although importance ratings were not influenced by job type (managerial/nonmanagerial status), they were influenced by organizational type. In general, the pattern of importance ratings for service organization international assignees was different from those of international assignees from other organizational types. Furthermore, service organization international assignees ascribed more importance to relational and psycho-social factors. The perceived relative importance of psycho-social factors reported by the study's participants tends to suggest that more attention should be paid to these factors in the selection and training of international assignees.     

EXPERIENCED HIRING VERSUS COLLEGE RECRUITING: PRACTICES AND EMERGING TRENDS

Although much professional and managerial hiring involves experienced workers, previous recruitment research has focused almost exclusively on new college graduates. To remedy this imbalance, 251 staffing professionals were surveyed concerning experienced-versus-college hiring practices in their organizations. Results suggest that a majority of positions requiring a college degree are filled with experienced workers. Experienced hires are evaluated more highly than new graduates on most characteristics (understanding business, knowledge of competition, realistic expectations, technical skills, interpersonal skills, writing skills, work ethic, likelihood of success, personal ethics), although new graduates are evaluated more highly on open-mindedness and willingness and ability to learn new things. Higher proportions of experienced hiring are associated with organizational growth, short-term staffing strategies, older workforces, and less dynamic business environments. Perceived success of experienced hiring is associated with greater use of effective recruitment sources, older workforces, and more competitive salary offers.     

THE NEW UNIFORM GUIDELINES ON EMPLOYEE SELECTION PROCEDURES IN THE CONTEXT OF UNIVERSITY PERSONNEL DECISIONS

The new Uniform Guidelines on Employee Selection Procedures are considered in a context of university employment decisions. The use of student evaluations as valid criteria for faculty personnel decisions such as hiring, retention, tenure, promotion, or salary increases is examined. Standards of validity contained in the Guidelines are probably not being met with regard to most student rating forms currently used. Recommendations are made regarding use of student and administrators' ratings as criteria for personnel decisions. The need for studies on contaminating sources of variance in ratings is emphasized.     

ANALYSIS OF WORK GROUP PRODUCTIVITY IN AN APPLIED SETTING: APPLICATION OF A TIME SERIES PANEL DESIGN

We provide a demonstration of a time series panel analysis applied under typical field research conditions characterized by (a) a small number of groups (b) all of which experience an intervention (thus there is no traditional control group), and (c) perform noncomparable tasks. The time series techniques allow a direct test of Naylor, Pritchard, and Ilgen's (1980) theory of behavior in organizations applied to work group productivity in a large-scale study of work groups conducted by Pritchard and colleagues (1989). The responses of 5 work groups to priority scores for 37 indicators of productivity over 23 months were used to predict month-by-month changes in productivity for each of the 37 group products. The results show that group productivity improvements can be explained by feedback including priority scores derived from nonlinear contingency functions of the productivity indicators. Furthermore, groups differed in their response to priority feedback. Goal setting positively affected productivity gain consistently across work groups, after the effects of priority feedback and the interaction of work groups with priority feedback were accounted for. Implications for group performance strategies and appropriate applications of the time series panel analysis are discussed.