How does coaching interviewees affect the validity of a structured interview?

Coaching interviewees to perform in employment interviews can influence the interview scores. We describe different types of coaching, emphasizing interventions designed to focus interviewees on core, interview‐relevant content and to help them convey the content accurately (as opposed to interventions designed to teach interviewees to manipulate their scores using peripheral means). We then study the effects of the former type of intervention in relation to the criterion‐related validity of a structured employment interview. In a combined sample of 146 public safety job incumbents, a predictive validation study was conducted using scores from a situational panel interview. Predictive validity and reliability was observed to be higher in a sample of coached interviewees compared to a sample of uncoached interviewees. Implications for future research and practice in organizational behavior are discussed. Copyright © 2007 John Wiley & Sons, Ltd.     

Racial differences in promotion candidate performance and reactions to selection procedures: a field study in a diverse top‐management context

The present study examined African‐American and White promotion candidates' reactions to and performance on selection procedures that were completed within a police department where African Americans occupied the majority of top‐management positions. Reactions (perceived job relatedness and test‐taking motivation) of 187 candidates competing for promotion to the rank of sergeant were assessed after completing a written job knowledge test and a situational interview. Analyses showed that both the African‐American and White candidates judged the situational interview to be more job‐related than the pencil‐and‐paper job knowledge test. In addition, African Americans perceived both selection measures to be more job‐related and reported higher levels of test‐taking motivation than White candidates even though African Americans performed more poorly than White candidates on the paper‐and‐pencil test. These results challenge the contention that lower test‐taking motivation for African‐American candidates is related to racial differences in performance on pencil‐ and‐paper tests. Implications and directions for future research on reactions to selection procedures for promotion in racially diverse employment settings are discussed. Copyright © 2007 John Wiley & Sons, Ltd.     

A meta‐analytic investigation into the moderating effects of situational strength on the conscientiousness–performance relationship

Debates about the utility of conscientiousness as a predictor of job performance have focused primarily on mean effect size estimates, despite theoretical and empirical reasons to expect variability across situations. The present study meta‐analytically demonstrates that occupation‐level situational strength is one important source of this variability. Consistent with theory, predicted uncorrected conscientiousness–performance correlations ranged from r = .09 to .23 (overall performance) and r = .06 to .18 (task performance), with stronger correlations observed in weak occupations. These results highlight the need for continued inquiry into the nature of situational strength, its impact on other predictor–outcome relationships, and the implications of these issues vis‐à‐vis theory and practice. Copyright © 2009 John Wiley & Sons, Ltd.     

Age and learning during unemployment

This study investigated age, past job control, social support and financial hardship as predictors of continuous learning among a sample of unemployed job seekers. A total of 172 participants completed measures of continuous learning (motivation to learn, education initiative and updating behaviour) and of potential predictors. Analysis showed that age was not related to motivation to learn and education initiative. Past job control and social support moderated the relationship between age and continuous learning. Age was positively related to some types of continuous learning for unemployed people with high social support and high past job control. Future research should identify more individual and situational characteristics, which support continuous learning throughout the lifespan. Copyright © 2006 John Wiley & Sons, Ltd.     

Situational constraints on the achievement – performance relationship: a service sector study

The present study sought to extend our knowledge of the relationship between work values and job performance. Situational constraints were examined as moderators of the relationship between the value of achievement and performance in a service‐sector field setting. In the present setting, sales promotions removed situational constraints on performance during three of the six time periods examined. In general, average levels of performance were higher, and there was greater variance in performance when situational constraints were removed. Situational constraints moderated the relationship between the value of achievement and objective performance dimensions, although effect sizes were modest. Further, the present study adds to the small group of studies that have found a direct relationship between achievement and performance in a field setting. Copyright © 2001 John Wiley & Sons, Ltd.     

Long work hours: a social identity perspective on meta‐analysis data

The current study utilizes social identity theory to investigate employees' work hours. Specifically, we use meta‐analysis to examine the relationships between hours worked and indicators of organizational identity (e.g., organizational support and tenure), occupational identity (e.g., human capital investments and work centrality), and family identity (e.g., family responsibilities and family satisfaction). The meta‐analysis also allowed us to explore other important correlates of hours worked (e.g., situational demands, job performance, mental health, and physical health), moderating variables (e.g., age, gender, and job complexity), and curvilinear relationships of work hours to social identity indicators. Overall, we found that occupational factors and situational demands had the strongest relationships with hours worked, hours worked were negatively associated with measures of employee well‐being, gender had several significant moderating effects, and there were curvilinear relationships between hours worked and well‐being and work–family conflict variables. The article concludes with directions for future theoretical and empirical research. Copyright © 2008 John Wiley & Sons, Ltd.     

A test of a multidimensional model of job insecurity: the case of Israeli teachers

The research reported here adopted a multidimensional approach to studying job insecurity, using Israeli teachers as a case in point. Based on two determinants of job insecurity—unionization and kibbutz affiliation—four distinct employment types were identified: unionized city teachers, unionized kibbutz members, unionized kibbutz hirees, and non-unionized personal contract teachers. The a priori job insecurity status of the four employment types matched the subjective reports of these teachers, supporting the external validity of the job insecurity scale used. The study explored the effect of job insecurity on work attitudes. Results indicated that job insecurity had an adverse effect on organizational commitment, perceived performance, perceived organizational support, intention to quit and resistance to change, supporting predictions in related literature. The results of this study have implications on the management of job insecurity in changing environments.     

Antecedents of early career stage mentoring among Chinese employees

This study examined the mediating influence of protege‐initiated mentoring relationships on the relationship between personality and situational characteristics and mentoring received. Data were obtained from Hong Kong Chinese graduate employees (N=184) in their early career stage. Results of the regression analysis showed that protege‐initiated mentoring relationships mediated the relationship between the personality (extraversion) but not the situational (individual development culture and opportunities for interactions on the job) characteristics and mentoring received. In other words, extraversion was indirectly related to mentoring received through protege‐initiated mentoring relationships but individual development culture and opportunities for interactions on the job were directly related to mentoring received. Additionally, opportunities for interactions on the job indirectly influenced mentoring received through protege‐initiated mentoring relationships. Limitations of the study, implications of the findings and directions for future research are discussed. Copyright © 1999 John Wiley & Sons, Ltd.     

Accuracy in job analysis: toward an inference‐based model

Although the accuracy of job analysis information is critically important, standards for accuracy are not clear. Researchers have recently begun to address various aspects of job analysis accuracy by investigating such things as potential sources of inaccuracy in job analysis as well as attempting to reconceptualize our notions of job analysis accuracy. This article adds to the debate by first discussing how job analysis accuracy has been conceptualized. This points to difficulties in the prevalent ‘true score’ model upon which many of these discussions have been based. We suggest that discussions of job analysis accuracy would benefit from a consideration of the validity of job analysis inferences, as a complement to the more traditional focus on the validity of job analysis data. Toward this end, we develop a model of the inferences made in the job analysis process, outline some of the ways these inference could be tested, and discuss implications of this perspective. Copyright © 2000 John Wiley & Sons, Ltd.     

Comparing the validity of multiple social effectiveness constructs in the prediction of managerial job performance

Social effectiveness constructs have been receiving increased attention in organizational research. However, the proliferation of such constructs raises questions of their relative effectiveness as predictors of job performance when used in multivariate comparison. The current study examined four social effectiveness constructs (i.e., self‐monitoring, leadership self‐efficacy, emotional intelligence and political skill) in the prediction of managerial job performance. Bivariate correlations showed that performance was predicted by social effectiveness constructs with the exception of self‐monitoring. Multiple regression analyses, using gender and seniority as control variables, found political skill to be the strongest predictor and that it has significant incremental validity in the prediction of performance over the prediction provided by the other three social effectiveness constructs as a set. Strengths and limitations of the study are discussed, as are directions for future research. Copyright © 2006 John Wiley & Sons, Ltd.     

The (affective) dispositional approach to job satisfaction: sorting out the policy implications

The dispositional approach to job attitudes has played an important role in refocusing attention in organizational behavior on person factors, in addition to situational factors, as determinants of job attitudes and behaviors. I focus on what have been suggested as policy implications of research on dispositions, in particular, research on affective dispositions. My reading of the evidence suggests that affective dispositional factors may be useful in employee selection, and I identify questions that need to be resolved for this case to be stronger. On the other hand, I find little in the way of logic or evidence to support the claim that dispositions constrain the success of situational interventions designed to improve employee attitudes (or behaviors). Consistent with recent developments in the personality literature and with arguments made by Gerhart and Davis‐Blake and Pfeffer in the organizational behavior literature, I show that within‐person consistency in attitudes and behaviors can coexist with mean level changes in attitudes and behaviors induced by situational changes in the workplace. Copyright © 2005 John Wiley & Sons, Ltd.     

The interactive effects of conscientiousness,openness to experience,and political skill on job performance in complex jobs: The importance of context

Caveats concerning the ability of personality to predict job performance have been raised because of seemingly modest criterion‐related validity. The goal of the present research was to test whether narrowing the context via the type of job (i.e., jobs with complex task demands) and adding a social skill‐related moderator (i.e., political skill) would improve performance prediction. Further, along with political skill, the broad factor of personality demonstrated in prior research to have the strongest criterion validity (i.e., conscientiousness) was joined with a narrow construct closely related to openness to experience (i.e., learning approach) in a three‐way interactive prediction of supervisor‐rated task performance. With the employee–supervisor dyads among professionals, but not with the control group of non‐professional employees, task performance was predicted by the three‐way interaction, such that those high on all three received the highest performance ratings. Implications, strengths and limitations, and directions for future research are discussed. Copyright © 2012 John Wiley & Sons, Ltd.     

Predicting applicants' job pursuit behavior from their selection expectations: the mediating role of the theory of planned behavior

Applicants' pretest expectations about the forthcoming selection procedure may serve as a key factor in applicants' decision‐making. The current study examined the validity of the theory of planned behavior (TPB) as an explanatory mechanism of the relationship between pretest selection expectations (warmth/respect, chance to demonstrate potential, difficulty of faking, unbiased assessment, feedback) and job pursuit behavior. Data were collected at two points in time, using a sample of applicants for the military. Selection expectations, job pursuit attitude, subjective norm, and controllability were significantly related to job pursuit intention. Job pursuit attitude mediated the relationship between selection expectations and job pursuit intention. Subjective norm and time lag were the only significant predictors of job pursuit behavior. Practical implications, strengths and limitations, as well as directions for further research are discussed. Copyright © 2008 John Wiley & Sons, Ltd.     

Reducing subjectivity in the assessment of the job environment: development of the Factual Autonomy Scale (FAS)

Self‐report measures of job stressors have been criticized for being too subjective, rendering relations with other variables inconclusive. The Factual Autonomy Scale (FAS) was developed to reduce subjectivity by careful choice of fact‐based items. Results of two studies showed that when compared to the Job Diagnostic Survey autonomy scale, the FAS demonstrated superior convergent validity with alternate sources (supervisors in Study 1 and coworkers in Study 2), and discriminant validity when correlated with the remaining JDS core characteristics subscales. In addition, the FAS was correlated to a lesser extent than the JDS autonomy scale with job satisfaction. Incumbent FAS scores and not JDS scores correlated significantly with job performance as assessed by supervisors. It is suggested that it is feasible to develop fact‐based items for scales of the work environment that reduce the degree of subjectivity of responses. Copyright © 2003 John Wiley & Sons, Ltd.     

Dispositional affectivity as a predictor of work attitudes and job performance

Previous research has shown that dispositional negative affect (NA) is associated with lower levels of job satisfaction. Little research has been conducted, however, on other organizational implications of negative affect or on the potential effects of dispositional positive affect (PA). The present studies examined the relationship of both positive and negative affectivity to organizational commitment, turnover intentions, global job satisfaction and performance. In the first study both NA and PA were associated with organizational commitment and turnover intentions. Additionally, commitment mediated the relationship between dispositional affectivity and turnover. Finally, PA and tenure interacted to predict job performance, such that PA and job performance were positively related, but only for high tenure employees. In Study 2 the findings were generally similar, but not identical. Both NA and PA were related to global job satisfaction and turnover intentions. However, only PA was related to affective organizational commitment. Moreover, both job satisfaction and affective commitment mediated the relationship between dispositional affectivity and turnover intentions. Finally, unlike Study 1, PA was not related to job performance. Rather, NA and tenure interacted such that when individuals were lower in tenure, NA was negatively related to performance.     

The effect of turnover on work satisfaction and mental health: Support for a situational perspective

This study finds support for the situational approach to affect determination in a prospective, two-year longitudinal field study. Specifically, turnover was shown to predict changes in subsequent job measures of work satisfaction and mental health. Employees who changed jobs and occupations showed greater increases in both work satisfaction and mental health than employees who only changed jobs or employees who remained in their initial positions. Further research directions are introduced.     

The relation between emotional intelligence and job performance: A meta‐analysis

This meta‐analysis builds upon a previous meta‐analysis by (1) including 65 per cent more studies that have over twice the sample size to estimate the relationships between emotional intelligence (EI) and job performance; (2) using more current meta‐analytical studies for estimates of relationships among personality variables and for cognitive ability and job performance; (3) using the three‐stream approach for classifying EI research; (4) performing tests for differences among streams of EI research and their relationships with personality and cognitive intelligence; (5) using latest statistical procedures such as dominance analysis; and (6) testing for publication bias. We classified EI studies into three streams: (1) ability‐based models that use objective test items; (2) self‐report or peer‐report measures based on the four‐branch model of EI; and (3) “mixed models” of emotional competencies. The three streams have corrected correlations ranging from 0.24 to 0.30 with job performance. The three streams correlated differently with cognitive ability and with neuroticism, extraversion, openness, agreeableness, and conscientiousness. Streams 2 and 3 have the largest incremental validity beyond cognitive ability and the Five Factor Model (FFM). Dominance analysis demonstrated that all three streams of EI exhibited substantial relative importance in the presence of FFM and intelligence when predicting job performance. Publication bias had negligible influence on observed effect sizes. The results support the overall validity of EI. Copyright © 2010 John Wiley & Sons, Ltd. Note: Correction added on 22 July 2010 after first publication online on 29 June 2010. The affiliations for Ronald H. Humphrey and Thomas H. Hawver have been corrected in this version of the article.     

Introducing the construct curiosity for predicting job performance

The present paper provides a conceptual and empirical examination regarding the relevance of the construct curiosity for work‐related outcomes. On the basis of a review and integration of the literature regarding the construct itself, the construct is conceptually linked with performance in the work context. In line with a confirmatory research strategy, the sample of the present study (N = 320) has requirements which reflect this conceptual link. Results from a concurrent validation study confirmed the hypothesis regarding the significance of curiosity for job performance (r = .34). Furthermore, incremental validity of curiosity above 12 cognitive and non‐cognitive predictors for job performance suggests that curiosity captures variance in the criterion that is not explained by predictors traditionally used in organizational psychology. It is concluded that curiosity is an important variable for the prediction and explanation of work‐related behavior. Furthermore, given the dramatic changes in the world of work, the importance is likely to rise, rather than to decline, which has important implications for organizational theories and applied purposes, such as personnel selection. Copyright © 2012 John Wiley & Sons, Ltd.     

Generalizing the importance of occupational and career views to job satisfaction attitudes

There is a preponderance of theory postulating that the level of job satisfaction is a direct function of the perceived discrepancy between what the employee desires from a job and what the employee actually receives from it. To date, the only job satisfaction research program that has systematically examined the relationship between job satisfaction and the degree to which perceptions of job rewards match the expressed desires of the individual is that conducted by the Minnesota Work Adjustment Project (MWAP). Although the MWAP has had success in predicting job satisfaction some of the time, it also encounters many unpredictable cases. Based on research with industrial R&D personnel, Scarpello and Campbell (1983a) suggested that one reason for the unpredictable cases is that people's views of their occupations and careers help explain their reactions to current job situations. This paper discusses the limitations of the MWAP for job satisfaction research and reports the results of a study with 806 manufacturing plant employees, that assessed the external validity and thus, generalizability of Scarpello and Campbell's (1983a) findings. Results supported the external validity and generalizability of the previous findings. Implications for future job satisfaction research are discussed.     

What does team–member exchange bring to the party? A meta‐analytic review of team and leader social exchange

Both leader–member exchange (LMX) and team–member exchange (TMX) measure the quality of reciprocal exchange among employees in the workplace. Although LMX focuses on supervisor–subordinate relationships while TMX examines the relationships among team members, both have theory‐based and empirically proven relations with workplace outcomes such as job performance, organizational commitment, job satisfaction, and turnover intentions. However, it is not yet known which has more of an impact on such workplace outcomes—specifically, it is not clear if an employee's time is best spent developing vertical relationships among supervisors and subordinates (LMX) or on the horizontal relationships among team members (TMX). Accordingly, this meta‐analysis explores the incremental validity and relative importance of these two social exchange‐based constructs. The theoretical logic underlying LMX and TMX is clarified, and the parameter estimates between LMX, TMX, and work outcomes are reported. Results demonstrate that TMX shows incremental validity above and beyond LMX for some outcomes (organizational commitment and job satisfaction), but not others (job performance and turnover intentions). Also, LMX shows greater relative importance across all four outcomes. In sum, the clarification of the theoretical and empirical landscape lays a foundation for recommendations for future research. Copyright © 2013 John Wiley & Sons, Ltd.