Is Reported Happiness Five Years Ago Comparable to Present Happiness? A Cautionary Note

In the United States reported happiness five years ago is not comparable to present happiness. The improvement in happiness over the last five years obtained by differencing current reports of happiness today and happiness five years ago is not significantly related to the actual improvement in happiness over the same period. The currently reported five-year change in happiness is highly sensitive to current economic conditions, varying inversely with both the inflation and unemployment rates.Ordinarily, happiness five years ago as currently reported is less than present happiness, but the worse the current economic conditions are, the better the past looks relative to the present. If current economic conditions get bad enough, past happiness will be rated higher than present. Reports of happiness five years ago are not telling us about the utility respondents actually experienced at that time; they are telling us, instead, about respondents' current decision utility–which situation, today's or that five years ago, they would opt for if given the choice today.     

Job stress in university,corporate, and military personnel

The Job Stress Survey (JSS) was administered to large samples of university and corporate employees and senior military personnel. Differences in the perceived severity, frequency of occurrence, and overall level of occupational stress were evaluated for individuals working in these settings. Gender differences in job stress and the factor structure of the JSS were also evaluated. Two occupational stress factors were identified, Job Pressure and Organizational Support, which were remarkably stable for males and females and for individuals working in university, corporate, and military settings. Corporate employees reported higher levels of perceived severity of job stress than the other groups, whereas military personnel reported that they more frequently experienced almost all of the job stress events. No overall differences were found for the three groups in the JSS Job Stress Index.     

Trust in hybrid human-automated decision-support

Research has examined trust in humans and trust in automated decision support. Although reflecting a likely realization of decision support in high-risk tasks such as personnel selection, trust in hybrid human-automation teams has thus far received limited attention. In two experiments (N₁ = 170, N₂ = 154) we compare trust, trustworthiness, and trusting behavior for different types of decision-support (automated, human, hybrid) across two assessment contexts (personnel selection, bonus payments). We additionally examined a possible trust violation by presenting one group of participants a preselection that included predominantly male candidates, thus reflecting possible unfair bias. Whereas fully-automated decisions were trusted less, results suggest that trust in hybrid decision support was similar to trust in human-only support. Trust violations were not perceived differently based on the type of support. We discuss theoretical (e.g., trust in hybrid support) and practical implications (e.g., keeping humans in the loop to prevent negative reactions).     

Multiple,speeded assessments: Initial evidence on subgroup differences and applicant perceptions

Recently, shorter assessments have emerged as potential alternatives for more resourceful traditional selection approaches. Multiple, speeded assessments (MSAs) represent such an alternative. In MSAs, candidates participate in a large number of short (a maximum of 5 min), behavioral simulations in which they face a variety of job situations. Initial psychometric evidence on the validity of MSAs is promising. Yet, validity represents only one piece of evidence. It is not known whether MSAs disadvantage specific subgroups, which may inhibit diversity. There is also no information on candidates' experience of going through an MSA, which is pivotal for the attractiveness of the organization's selection process. Therefore, this study investigates an MSA in terms of subgroup differences (gender and nationality) and applicant perceptions. Master of Business Administration (MBA) students (N = 96) proceeded through 18 short role-plays sampling junior management situations. Score differences between men and women were negligible. Yet, there were large score differences between national citizens and foreigners. There was no evidence for predictive bias for nationality, though. Of the applicant reaction measures, interpersonal treatment perceptions contributed most to overall fairness perceptions. These findings add to the evidence in support of MSAs, while also stressing to remain vigilant for potential score differences among subgroups.     

明代《阵记》中的人力资源管理心理思想研究

在明代的诸多军事著作中,何良臣的《阵记》颇具独创,尤其是在人力资源管理心理方面提出了许多很有价值的观点。他提出了人员选拔的标准,主张重品性素质,招乡间诚实之人;重心理素质,首取胆气精神、提出了人员训练方法,要求教以礼义,养其荣辱;教练武艺,张胆作气,将技能训练与训练士兵的心理素质结合起来。提出了“尽人之才,以致其用”的用人原则,以及恒常、公平、适度的激励原则。     

营销人员心理品质的研究及其测评

运用自编的＂营销人员心理品质评定量表＂分析了成功营销人员应具备的七项心理品质,它们分别是自我控制力、社会适应能力、自信心、成就动机、推销技巧,创造性和职业兴趣。结果表明,该量表具有较好的信度与效度,这些心理品质可以作为人员选拔的指标。     

情景判断测验的开发程序、构思效度及研究趋势

章详细介绍情景判断测验开发的一般程序,对情景判断测验的多种形式和记分方法进行了总结和比较。同时,从情景判断测验的结果与认知能力、个性和工作经验等关系的角度出发,分析了情景判断测验的构思效度,认为情景判断测验测量的是多维构思。文章最后认为,需要从与其他构思的关系、测评指定构思、影响效度的因素以及跨文化比较等四个方面对情景判断测验开展进一步研究。     

Old,but gold? A dual-pathway model of age bias in personnel selection decisions

We present a dual-pathway model that differentiates two underlying mechanisms by which age affects selection decisions. In two experimental studies, one with lay persons (n = 316) and one with experienced Human Resource professionals (n = 103), we demonstrate that the relationship between older age and hireability is negatively mediated by perceived appearance, indicating that older candidates receive less favorable ratings because they are perceived as being less physically appealing. Moreover, we demonstrate that the relationship between older age and hireability is positively mediated by perceived experience, indicating that older candidates receive more favorable ratings because they are perceived as being more experienced. Importantly, these two pathways neutralize each other, yielding a null effect when their effects are neglected.     

Taking the Measure of Work Interests: Past,Present, and Future

The influence of work interests on employee behavior is often misunderstood. Accordingly, the potential of work interest measures to improve “high stakes” employee decision-making has been grossly underestimated. One organization that has taken work interests seriously however, is the U.S. military. The purpose of this article is threefold: (a) to summarize the rich history of military-sponsored research on work interests for employee selection and classification, (b) to highlight recent advances in work interest measurement from military-sponsored research, and (c) to outline the way forward for advancing work interest theory and measurement.     

Individual Differences in Instructor Attitudes Underlying Maltreatment and Effective Mentoring in Basic Military Training

U.S. Air Force noncommissioned officers assigned to basic military training instructor (MTI) duty completed measures of attitudes previously linked to sexual harassment and sexual assault in the research literature: (a) attitudes of antipathy toward women (hostile sexism, Glick &; Fiske, 1996 Glick, P., &; Fiske, S. T. (1996). The ambivalent sexism inventory: Differentiating hostile and benevolent sexism. Journal of Personality and Social Psychology, 70, 491–512. 10.1037/0022-3514.70.3.491[Crossref], [Web of Science ®] , [Google Scholar]), and (b) attitudes favoring authoritarian use of power. Concurrent validation against trainee evaluations of MTIs on broader criteria showed that proauthoritarian attitudes were negatively associated with ratings of MTI effectiveness in mentoring and leadership; additionally, MTIs with stronger attitudes of hostile sexism were more likely reported as engaging in maltreatment of female trainees. These initial results contribute to ongoing understanding of individual differences as relevant to improve screening for a position of authority over the lowest ranking, and potentially most vulnerable military members. Directions for future research and implications for personnel selection and broader cultural changes are discussed.