Further analysis of employment interview validity: a quantitative evaluation of interviewer‐related structuring methods

The purpose of this investigation was to analyze the relationship between four interviewer‐related factors and the validity of the employment interview. Using a regression approach to meta‐analysis, an analysis of 120 interview studies with a total sample size of 18,158 suggested that: (1) training should be provided to interviewers regardless of whether the interview itself (i.e. the questions and rating scales) is structured; (2) the same interviewer should be used across all applicants, especially when the interview itself is not highly structured; and (3) using a panel of interviewers does not contribute to validity, and may actually have a detrimental effect. Results for the fourth interviewer factor, taking notes during the interview, were inconclusive. Limitations and directions for future research are noted. Copyright © 1999 John Wiley & Sons, Ltd.     

Participation for understanding: an interactive method

INTRODUCTION: There are many available models that help evaluate the effectiveness of safety and health measures, but many are complex and require input from many departments within an organization. There is a need to develop a more user-friendly model. METHOD: A participative model was developed that involves face-to-face interviewers with workers, maintenance department, purchasing department and health and safety experts. They were asked about costs, efforts, benefits, and effects of gauging the effects of prevention efforts. RESULTS: Cost effectiveness analyses are essential in all cases and can include whatever the end-user requires, whether it is a small or lasting improvement. Having management participate helps validate the data. CONCLUSIONS: Organizations who collaborate with someone with at least some skill in cost-benefit evaluations will find that they will be able to establish policies and procedures from the data. The end result is a calculation that is understood by all involved.     

Steel sharpens steel: A review of multilevel competition and competitiveness in organizations

Competition between individuals permeates people's lives as they strive for limited resources, services, and status. However, research on competition and competitiveness in organizations is limited despite its relevance to relational dynamics (e.g., rivalry), individual differences (e.g., traits and gender), social factors (e.g., competitive climate), and organizational outcomes (e.g., work performance and unethical behavior). In this article, we propose a multilevel model of competition and competitiveness that includes the individual, the group, and the situation. By providing a holistic overview of research across a broad array of disciplines, we organize the field and create a usable framework to advance knowledge of competition and competitiveness. In doing so, we identify what we know, what we still need to discover, and provide direction for future research. The article closes with an assessment of methods and measures used in studying competition. In conclusion, this review establishes a multilevel and integrative structure that incorporates individual and team competitiveness with competitive situations that prompt competitive processes and important organizational outcomes.     

Toward harmonizing prospective effectiveness assessment for road safety: Comparing tools in standard test case simulations

Abstract

Objective: With the overall goal to harmonize prospective effectiveness assessment of active safety systems, the specific objective of this study is to identify and evaluate sources of variation in virtual precrash simulations and to suggest topics for harmonization resulting in increased comparability and thus trustworthiness of virtual simulation-based prospective effectiveness assessment.

Methods: A round-robin assessment of the effectiveness of advanced driver assistance systems was performed using an array of state-of-the-art virtual simulation tools on a set of standard test cases. The results were analyzed to examine reasons for deviations in order to identify and assess aspects that need to be harmonized and standardized. Deviations between results calculated by independent engineering teams using their own tools should be minimized if the research question is precisely formulated regarding input data, models, and postprocessing steps.

Results: Two groups of sources of variations were identified; one group (mostly related to the implementation of the system under test) can be eliminated by using a more accurately formulated research question, whereas the other group highlights further harmonization needs because it addresses specific differences in simulation tool setups. Time-to-collision calculations, vehicle dynamics, especially braking behavior, and hit-point position specification were found to be the main sources of variation.

Conclusions: The study identified variations that can arise from the use of different simulation setups in assessment of the effectiveness of active safety systems. The research presented is a first of its kind and provides significant input to the overall goal of harmonization by identifying specific items for standardization. Future activities aim at further specification of methods for prospective assessments of the effectiveness of active safety, which will enhance comparability and trustworthiness in this kind of studies and thus contribute to increased traffic safety.     

The power of reflection for would-be leaders: Investigating individual work reflection and its impact on leadership in teams

This paper examines the key role that individual work reflection plays in facilitating individuals' leadership in teams. Consistent with the functional perspective on leadership, we argue that individual work reflection allows individuals to better understand their team's needs, and therefore enact higher levels of task-, relational-, and change-oriented leadership behaviors and be more effective leaders in their teams. We first conducted a series of measure development studies to validate a measure of individual work reflection comprising four dimensions of reflection at work: goals-, methods-, relationships-, and self-focused reflection. Then, across two independent studies assessing individuals in self-managing teams over time, we found support for our theoretical model linking individual work reflection to peer-rated leadership behaviors (Main Studies 1 and 2) and leadership effectiveness (Main Study 2). In further support of our theorizing, Main Study 2 also indicates that individual work reflection shapes leadership behaviors and effectiveness via understanding the team's needs, beyond a wide range of related constructs (e.g., feedback seeking, mindfulness, and rumination), as well as commonly studied predictors of leadership behaviors (i.e., the Big Five). Our theory and empirical findings help advance insights on the role of individual work reflection in improving leadership outcomes in organizations.     

Traditionality matters: an examination of the effectiveness of transformational leadership in the United States and Taiwan

This research examines how the effectiveness of transformational leadership may vary depending on the cultural values of an individual. We develop the logic for why the individual value of traditionality (emphasizing respect for hierarchy in relationships) moderates the relationship between six dimensions of transformational leadership and leadership effectiveness. The hypotheses are examined on leaders from Asia and North America. The results indicate support for the moderating effect of traditional values on the relationship between four dimensions of transformational leadership (appropriate role model, intellectual stimulation, high performance expectations, and articulating a vision) on leadership effectiveness. Copyright © 2005 John Wiley & Sons, Ltd.     

Exploring oil and gas industry workers’ knowledge and information needs

Many incident reports and much research literature have concluded that incident rates in high-hazard industries can be reduced by enhancing the knowledge and information sources available to workers. However, a sparsity of published research reporting workers' perspectives on the value of information and knowledge sources in different operational situations potentially limits the effectiveness of interventions aimed at improving human responses to process safety performance. In response, this work seeks to understand how frontline oil and gas industry workers, responsible for managing process safety and other risks in their hazardous workplaces, rely on their own knowledge, the knowledge of others and information provided to manage different operating scenarios. A set of open and closed-ended survey questions were distributed to workers at several upstream and downstream oil and gas companies. Statistical analysis of 133 responses revealed interesting insights relating to participants’ experience levels, decision making practices and perceptions on the importance of various information and knowledge sources in different operating circumstances. The data revealed differences in the sources of knowledge relied upon by experienced and less experienced workers. Experienced workers rely on their own knowledge in both routine and potentially high-impact scenarios. Less experienced workers also rely on their own knowledge for routine decisions however they reported seeking out external knowledge and information in potentially high-impact scenarios. The data suggests that interventions to improve safety by enhancing the availability of knowledge and information sources are less likely to affect experienced workers and alternate strategies might be needed. However, such interventions might be effective if they are focused on supporting newer workers.     

Inspired to perform: A multilevel investigation of antecedents and consequences of thriving at work

Emerging research evidence across multiple industries suggests that thriving at work is critically important for creating sustainable organizational performance. However, we possess little understanding of how factors across different organizational levels stimulate thriving at work. To address this gap, the current study proposes a multilevel model that simultaneously examines contextual and individual factors that facilitate thriving at work and how thriving relates to positive health and overall unit performance. Analysis of data collected from 275 employees, at multiple time periods, and their immediate supervisors, representing 94 work units, revealed that servant leadership and core self‐evaluations are 2 important contextual and individual factors that significantly relate to thriving at work. The results further indicated that thriving positively relates to positive health at the individual level, with this relationship partially mediated by affective commitment. Our results also showed that collective thriving at work positively relates to collective affective commitment, which in turn, positively relates to overall unit performance. Taken together, these findings suggest that work context and individual characteristics play significant roles in facilitating thriving at work and that thriving is an important means by which managers and their organizations can improve employees' positive health and unit performance.     

Nation,demographic, and attitudinal boundary conditions on leader social rewards and punishments in local governments

Boundary conditions on the relationships of contingent rewards and noncontingent punishments with evaluated performance and satisfaction are sought for supervisory and professional staff in local governments in the United States and Japan. Subgroup differences in tolerance for noncontingent punishment are reflected in mean differences in its use between nations (more reported in Japan), genders (less reported by women), and regions of the United States. The effects of noncontingent punishment on outcomes were not found for U.S. police sergeants. Evidence for a national contingency is reflected in the finding that the relationship of noncontingent punishments (but not contingent rewards) with cooperation, individual effectiveness, and satisfaction was stronger in the United States than in Japan. The study adds caution to the culture‐free and contingency‐free application of the theory of performance‐contingent rewards and punishments. Implications for the theory of social rewards and punishments and for the contingencies and criteria considered in leadership research, particularly cross‐cultural leadership research, are addressed. Copyright © 2007 John Wiley & Sons, Ltd.     

Hardworking coworkers: A multilevel cross‐national look at group work hours and work–family conflict

This study investigates the relationship between coworker work hours and perceived work‐to‐family conflict (WFC) in a multinational sample of professional service employees. Building on recent research on the ways in which workgroups influence individual WFC, we demonstrate that the average hours worked by coworkers has a significant relationship to reported WFC independent of an employee's own work hours. Although this finding is universal across the multinational sample, national cultural differences were found to moderate the relationship, such that employees in more collectivist countries are more strongly influenced by average coworker hours than their counterparts in less collectivist countries. The multilevel analysis was conducted using a sample of 7,600 professional service employees in 497 different workgroups across 20 countries. The results provide support for the effect of culture on the relationship between group average hours and perceptions of WFC. We conclude with a discussion of how national culture affects WFC.     

Societal individualism–collectivism and uncertainty avoidance as cultural moderators of relationships between job resources and strain

The job demands–resources model is a dominant theoretical framework that describes the influence of job demands and job resources on employee strain. Recent research has highlighted that the effects of job demands on strain vary across cultures, but similar work has not explored whether this is true for job resources. Given that societal characteristics can influence individuals' cognitive structures and, to a lesser extent, values in a culture, we address this gap in the literature and argue that individuals' strain in reaction to job resources may differ across cultures. Specifically, we theorize that the societal cultural dimensions of individualism–collectivism and uncertainty avoidance shape individual‐level job resource–strain relationships, as they dictate which types of resources (i.e., individual vs. group preference‐oriented and uncertainty‐reducing vs. not) are more likely to be valued, used, or effective in combating strain within a culture. Results revealed that societal individualism–collectivism and uncertainty avoidance independently moderated the relationships between certain job resources (i.e., job control, participation in decision making, and clear goals and performance feedback) and strain (i.e., job satisfaction and turnover intentions). This study expands our understanding of the cross‐cultural specificity versus generalizability of the job demands–resources model.     

A cross‐level model of shared leadership,meaning, and individual creativity

Research on leadership and creativity is dominated by the study of leadership from people in formal leadership positions. The very nature of creativity requires self‐direction, however. This points to shared leadership, a process in which members dynamically share the leadership role, as a particularly relevant influence to consider. Drawing on psychological empowerment theory, we develop the shared leadership perspective on individual creativity. We argue that shared leadership has a cross‐level influence on individual creativity that is mediated by the experience of meaning of work and moderated by individual differences in power distance value: for individuals lower on power distance, shared leadership has a positive linear relationship with individual creativity; for individuals higher on power distance, shared leadership has a curvilinear relationship with individual creativity that is decreasingly positive. Using a sample of 623 members from 95 teams in 34 Chinese organizations, we find support for this multilevel model. Findings offer theoretical implications for shared leadership and creativity research and provide managerial implications.     

Me and us: differential relationships among goal‐setting training,efficacy and effectiveness at the individual and team level

Efficacy‐effectiveness relationships were examined for individual nurses and nursing teams who were either trained or untrained in goal‐setting. At the individual level, positive direct relationships were demonstrated between self‐efficacy and effectiveness, between training and subsequent self‐efficacy, and between training and effectiveness. Initial self‐efficacy also moderated the training‐effectiveness relationship. Nurses low in initial self‐efficacy realized greater effectiveness gains from the training than did nurses high in initial self‐efficacy. At the team level, group efficacy was related to effectiveness, and training was related to subsequent group efficacy, but training was not related to effectiveness, and there were no moderation effects for initial group efficacy. Collective cognition and behavioral plasticity are potential explanations for different effects at the individual and team level and avenues for theory development and future research. Copyright © 2001 John Wiley & Sons, Ltd.     

Are the costs worth the benefits? Shared perception and the aggregation of organizational climate ratings

A definitional component of organizational climate is the focus on employees' shared perceptions of the focal climate domain. To operationalize the notion of sharedness, researchers typically aggregate employees' domain‐specific climate perceptions to a higher level and justify this aggregation using quantitative indices of agreement. In the current paper, I argue that although accounting for sharedness among employees can provide some valuable insight, our overreliance on sharedness obscures some of the very organizational phenomena of interest. I discuss this issue by focusing on four costs of making unfounded assumptions regarding sharedness: (a) Aggregation assumes individual differences are a function of random error; (b) aggregation assumes that social situations are uniform across employees; (c) aggregation assumes that the unit of analysis is clear‐cut; and (d) aggregation assumes the group mean is meaningful. I argue that researchers carefully need to weigh the costs of violating these assumptions against the expected benefits of aggregating employees' climate perceptions, recognizing that sometimes employees' perceptions (i.e., psychological climate) might provide greater insight into phenomena of interest. Although I discuss these costs within the context of organizational climate research, these arguments apply to other research areas where individual perceptions are aggregated (e.g., research on leadership and teams).     

Predicting the form and direction of work role performance from the Big 5 model of personality traits

This research examined the prediction of the form and direction of work role performance from the Big 5 model of personality traits. Nine dimensions of work role performance are created by cross‐classifying the form of work role behavior (proficient, adaptive, and proactive) with the level at which that behavior contributes to effectiveness (individual, team, and organizational). The authors collected self‐report measurements of personality from 1447 government employees and supervisor ratings of performance. Openness to experience and agreeableness had opposing effects on individual proactivity – openness was positively related, whereas agreeableness was negatively related to this dimension. Openness to experience also had opposing effects on the form of work role performance – it was positively related to individual and organizational proactivity but negatively related to team and organizational proficiency. Conscientiousness was a stronger predictor of individual task proficiency than the remaining eight dimensions, whereas the reverse was true for neuroticism. Extraversion was negatively related to individual proficiency. Using a broad taxonomy of performance that incorporates a theoretical framework for distinguishing between constructs shows promise for identifying which personality traits are important for which aspects of work role performance. Copyright © 2011 John Wiley & Sons, Ltd.     

The role of other orientation in organizational citizenship behavior

This article draws on social exchange theory and the theory of other orientation to examine how job satisfaction and individual differences are related to organizational citizenship behavior (OCB). Previous research specifying a direct effect for individual differences on OCB has yielded disappointing results. In contrast, this study examines the moderating role of individual differences in the relationship between job satisfaction and OCB. As hypothesized, results show a weaker relationship between job satisfaction and OCB for persons who are higher in other orientation. We discuss the theoretical implications of this finding and directions for future research. Copyright © 2007 John Wiley & Sons, Ltd.     

Comprehension and memory for warning symbols: age-related differences and impact of training

Problem: Prior research indicates that many warning symbols are poorly understood, particularly by the elderly. Method: The effectiveness of three different training conditions to improve comprehension and memory for warning symbols was assessed for younger (18–35 years of age) and older (50–67 years of age) participants. All three conditions paired the symbols with associated text during training; however they differed in the extent to which they further elaborated on the meanings of the symbols. Results: Training substantially improved accuracy and speed of responding on a comprehension test; however there was little difference among conditions. Additionally, while the magnitude of the training effect was similar for both age groups, older participants performed much more poorly than younger participants, both before (37% vs. 52% correct) and after training (68% vs. 88% correct on the immediate post-test), and found it more difficult to reject incorrect meanings (55% vs. 68% correct). Conclusion: Relatively simple training conditions can dramatically improve accuracy and speed of responding to warning symbols. Impact on industry: Training should be used to improve warning symbol comprehension since failures to adequately understand warning information may lead to injury or death. Furthermore, attempts should be made to address individual differences in warning processing such as those related to changes in cognitive processing across the lifespan.     

Graduated driver licensing in the United States: evaluation results from the early programs

BACKGROUND: Seventeen states enacted graduated driver licensing (GDL) programs that were implemented from 1996 through 1999 and for which evaluations are of interest. METHODS: We received evaluation results reported for six states for which data were available. Summarizing results is difficult in other than the most global terms because of differences in pre-GDL programs, differences in GDL programs, and differences in evaluation methodology. RESULTS: All states identified some crash reduction among teen drivers following GDL implementation. This positive effect was observed across different geographic regions, and with different GDL programs. Simple counts are down-fewer teens are experiencing crashes and becoming injured. After calculating crash rates to adjust for changes over time in populations or licensed drivers, reductions generally were still found. Population-adjusted risks of injury/fatal crash involvement of 16-year-old drivers in Florida and Michigan were reduced by 11% and 24%, respectively. Population-adjusted risks of any crash involvement of 16-year-old drivers in Michigan and North Carolina were reduced by 25% and 27%, respectively. Reductions in night (restricted hours) crash risk were impressive in Florida, Michigan, and North Carolina. A comparison state design was only possible in the Florida evaluation, and results showed greater crash reductions under GDL. Change-point analyses of Michigan's crash data trends over time provided additional support of GDL's effectiveness in reducing crashes. DISCUSSION: Taken as a whole, and including the preliminary findings from California, Ohio, and Pennsylvania, these reports demonstrate the early effectiveness of GDL in reducing the crash risk of teen drivers. The impact of these studies and others to come will guide future research, practice, and policy.     

COMPARING THE IMPAIRMENT PROFILES OF OLDER DRIVERS AND NON-DRIVERS: TOWARD THE DEVELOPMENT OF A FITNESS-TO-DRIVE MODEL

The purpose of this research effort was to compare older driver and non-driver functional impairment profiles across some 60 assessment metrics in an initial effort to contribute to the development of fitness-to-drive assessment models. Of the metrics evaluated, 21 showed statistically significant differences, almost all favoring the drivers. Also, it was shown that a logistic regression model comprised of five of the assessment scores could completely and accurately separate the two groups. The results of this study imply that older drivers are far less functionally impaired than non-drivers of similar ages, and that a parsimonious model can accurately assign individuals to either group. With such models, any driver classified or diagnosed as a non-driver would be a strong candidate for further investigation and intervention.     

Learning disability and leadership: Becoming an effective leader

This study investigates learning disability (LD) as an individual‐differences variable predicting leadership emergence, role occupancy, and effectiveness. We hypothesize that individuals with LD are less likely to occupy leadership roles, and that informal group processes (leadership emergence) will mediate the relationship between LD and leadership role occupancy. We also hypothesized that, among leaders promoted and selected for leadership training, there would be a negative relationship between LD and effective leadership. We first checked for LD in a sample of 1076 soldiers, measuring cognitive ability with a geometric‐analogies test as a control. Some months later, during the soldiers' basic training, we measured leadership emergence. We then identified those who were selected for leadership training, recording, and measuring their effectiveness according to supervisory and peer evaluations. Leadership emergence was found to mediate the negative relationship between LD and leadership role occupancy. There were no significant differences among leaders (n = 308) with and without LD in regard to leadership effectiveness. Copyright © 2013 John Wiley & Sons, Ltd.