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.     

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.     

Restructured frame‐of‐reference training improves rating accuracy

The use of heuristic judgments is prevalent in organizations and negatively impacts accurate employee assessments. To minimize the negative impact of heuristic judgments (i.e., anchoring and adjustment), we aim to improve rating accuracy by restructuring frame‐of‐reference (FOR) training. We conducted five studies (N = 1,143) using different samples (three including participants with hiring experience), training environments (onsite and online), and rating contexts (evaluations of sales representatives, teachers, contract negotiation specialists, and retail store managers). Across the five studies, the average improvement in rating accuracy was at least twice as large for restructured FOR (vs. control) training as it was for typical FOR (vs. control) training; the difference in rating accuracy between restructured and typical FOR training was statistically significant. Furthermore, minimizing the anchoring effect rather than increasing opportunities for rating adjustments improved rating accuracy (Study 4). Finally, restructured FOR training achieved higher criterion validity (i.e., a higher strength of the association between ratings regarding a target and the target's objective performance) than did typical FOR training (Studies 3 and 5). We discuss implications for improving the effectiveness of diverse training programs and the accuracy of judgments in organizations.     

Behaving safely under pressure: The effects of job demands,resources, and safety climate on employee physical and psychosocial safety behavior

Introduction: Previous research has shown that employees who experience high job demands are more inclined to show unsafe behaviors in the workplace. In this paper, we examine why some employees behave safely when faced with these demands while others do not. We add to the literature by incorporating both physical and psychosocial safety climate in the job demands and resources (JD-R) model and extending it to include physical and psychosocial variants of safety behavior. Method: Using a sample of 6230 health care employees nested within 52 organizations, we examined the relationship between job demands and (a) resources, (b) safety climate, and (c) safety behavior. We conducted multilevel analyses to test our hypotheses. Results: Job demands (i.e., work pressure), job resources (i.e., job autonomy, supervisor support, and co-worker support) and safety climate (both physical and psychosocial safety climate) are directly associated with, respectively, lower and higher physical and psychosocial safety behavior. We also found some evidence that safety climate buffers the negative impact of job demands (i.e., work–family conflict and job insecurity) on safety behavior and strengthens the positive impact of job resources (i.e., co-worker support) on safety behavior. Conclusions: Regardless of whether the focus is physical or psychological safety, our results show that strengthening the safety climate within an organization can increase employees' safety behavior. Practical implication: An organization's safety climate is an optimal target of intervention to prevent and ameliorate negative physical and psychological health and safety outcomes, especially in times of uncertainty and change.     

Gender and career success: A typology and analysis of dual paradigms

Despite women's advancements in the workplace, gender inequality persists. We classify and test two frameworks used to explain gender differences in career success: unequal attributes and unequal effects. The unequal attributes framework suggests that gender is related to other attributes, which result in unequal career outcomes for men and women (i.e., a mediated effect). The unequal effects framework suggests that even when men and women share the same attribute or circumstances, they are rewarded differently, such that individual attributes have unequal effects on career outcomes for men and women (i.e., a moderated effect). We collected survey data from a gender‐balanced sample of 394 business school alumni. Using structural equation modeling to test the unequal attributes framework, we found that work hours, career orientation, having a nonemployed spouse, and working in a predominantly female job were unequal attributes that explained gender differences in career success. Using multigroup path analysis to examine unequal effects, we found that being agentic, married, having children at home, and working in a predominantly female workplace had unequal effects in relation to career success for men and women. We find support for both models across three categories of career success antecedents (i.e., personal, family, and job attributes).     

Age grading: The implicit organizational timetable

The age distribution within an organization forms an implicit career timetable, and there is evidence that people use their perceptions of this timetable to determine whether their careers are on or off schedule. Questionnaire data were collected from managers (N = 488, 47 per cent) within a large electric utility. The results indicate that managers who see themselves as ‘behind time’ in their careers have more negative attitudes towards work than other managers, even when their perceptions of being ‘behind time’ are inaccurate. However, although these managers continue to have the most negative attitudes, differences between the on and off schedule managers are smaller when their position on the actual career timetable is controlled. Thus, work attitudes are influenced by both individual and demographic factors. Finally, the longer managers remain in the same job, the more likely they are to define themselves as ‘behind time’. This supports other research suggesting that lateral moves within organizations may be an important device for managing the normal -limitations of upward movement in managerial careers.     

It is also in our nature: Genetic influences on work characteristics and in explaining their relationships with well‐being

Work design research typically views employee work characteristics as being primarily determined by the work environment and has thus paid less attention to the possibility that the person may also influence employee work characteristics and in turn accounts for the work characteristics–well‐being relationships through selection. Challenging this conventional view, we investigated the role of a fundamental individual difference variable—people's genetic makeup—in affecting work characteristics (i.e., job demands, job control, social support at work, and job complexity) and in explaining why work characteristics relate to subjective and physical well‐being. Our findings based on a national US twin sample show sizable genetic influences on job demands, job control, and job complexity, but not on social support at work. Such genetic influences were partly attributed to genetic factors associated with core self‐evaluations. Both genetic and environmental influences accounted for the relationships between work characteristics and well‐being, but to varying degrees. The results underscore the importance of the person, in addition to the work environment, in influencing employee work characteristics and explaining the underlying nature of the relationships between employee work characteristics and their well‐being. Copyright © 2016 John Wiley & Sons, Ltd.     

Redesigning computer call center work: a longitudinal field experiment

Computer technology call centers provide technical assistance to customers via the telephone to solve computer hardware and software problems. The simultaneous demands for technical and customer service skills often place strain on call center employees, frequently producing poor job attitudes. We utilized a field experiment (N = 149) with a randomly assigned pretest–posttest and control group design to compare three interventions' effectiveness on employee job attitudes in a computer technology call center: Intervention 1 focused on aligning organizational structures; Intervention 2 focused on increasing employee involvement in work processes (high‐involvement); and Intervention 3 implemented autonomous work teams. We found that high‐involvement work processes produced the most potent effects on job satisfaction and organizational commitment attitudes, as well as on performance (i.e., improved customer satisfaction scores, increased closed problems, reduced problems escalated, and fewer repeat calls). Further, we found that group work preference moderated the results between the group‐oriented interventions and employees' job satisfaction. Under high involvement and in autonomous work teams, high preferences for group work resulted in greater job satisfaction than when employees had lower preferences for group work. However, preferences for group work were not associated with increased organizational commitment in either intervention. Copyright © 2004 John Wiley & Sons, Ltd.     

Facilitating and inhibiting effects of job control and social support on stress outcomes and role behavior: a contingency model

High levels of job control and social support are often related to effective job performance and coping with work stressors. However, support may have more positive effects on role behavior when job control is low. In addition, despite theoretical expectations, simple demands–control and demands–support interactions are infrequently found to predict health and psychological strain outcomes. The ‘demands–control–support’ model (Johnson and Hall, 1988) of stress coping integrates these ‘stress buffering’ and ‘decision latitude’ models and observes more consistent findings. This model posits that social support buffers the adverse effects of high demand, low control jobs. However, explicit tests of the interaction of these variables suggest that control can have positive or negative effects on strain, depending on the level of social support. In this study, supervisor consideration was positively related to subordinate job performance, extra-role behavior, and in-role prosocial behavior (conscientiousness) among subordinates perceiving low job control. The relationship between consideration and performance and extra-role behavior was negative among high control subordinates. The demands×control×support interaction predicted health symptoms, organizational commitment, supervisor satisfaction, and absence due to illness, but the interaction plots do not support the prevailing perspective that support buffers the effects of ‘high strain’ (i.e. low control, high demand) jobs. Patterns were similar for different demands and different social support loci (i.e. supervisor, co-workers). An alternative theoretical process of the demands–control–support interaction is proffered, and implications for organizational intervention are discussed. © 1998 John Wiley & Sons, Ltd.     

Promoting felt responsibility for constructive change and proactive behavior: exploring aspects of an elaborated model of work design

Although new theoretical models that are suggestive of how work design might be used to foster proactive motivation and proactive performance have been proposed, these models need further elaboration and testing if they are to be useful tools for contemporary organizations. Accordingly, we examine the extent to which feelings of responsibility for constructive change is a proactive psychological mechanism that explains how work design characteristics influence constructive change‐oriented behavior and proactive performance. Specifically, we examine job autonomy, position in the organizational hierarchy, access to resources, access to strategy‐related information, and role ambiguity as antecedents to felt responsibility for constructive change (FRCC). We also examine the extent to which feelings of responsibility for constructive change are positively related to voice behavior (i.e., constructive, change‐oriented communication) and continuous improvement (i.e., proactive role performance). Results indicate hierarchical position and access to resources are positively related to FRCC. Results also indicate proactive personality moderates the relationship between access to resources and FRCC and the relationship between access to strategy‐related information and FRCC. Plots of the interactions reveal that these relationships are enhanced for individuals with proactive personalities. The results also indicate that FRCC is positively related to voice behavior and continuous improvement. Perhaps more importantly, the results suggest that FRCC explains the psychological process by which structural and socio‐structural forces influence proactive behavior. The results are discussed as they pertain to updated work design theory and theories of high involvement work systems, job characteristics, and leadership prototypes. Copyright © 2006 John Wiley & Sons, Ltd.     

Thriving at work: Toward its measurement,construct validation,and theoretical refinement

Thriving is defined as the psychological state in which individuals experience both a sense of vitality and learning. We developed and validated a measure of the construct of thriving at work. Additionally, we theoretically refined the construct by linking it to key outcomes, such as job performance, and by examining its contextual embeddedness. In Study 1, we conducted second‐order confirmatory factor analyses in two samples, demonstrating initial support for the two‐dimensional structure of thriving. We provided evidence for the convergent and discriminant validity of thriving in relation to theoretically related constructs, such as positive and negative affects, learning and performance goal orientations, proactive personality, and core self‐evaluations. In Study 2, across two different samples, we further assessed construct validity by establishing a relationship between thriving and career development initiative, burnout, health, and individual job performance, explaining significant variance beyond traditional attitudinal predictors, such as job satisfaction and organizational commitment. Finally, in Study 3, we focused on understanding the contextual embeddedness of thriving. We found differences in reports of thriving across two points in time, when substantial changes are occurring in peoples' work lives and across contexts (i.e., work and non‐work). Implications for theory and practice, as well as directions for future research, are discussed. Copyright © 2011 John Wiley & Sons, Ltd.     

Work stress and problem alcohol behavior: a test of the spillover model

Although previous research has found weak support for the model of stressful work ‘spilling over’ to negative coping responses during nonwork hours, we argue that a variety of conceptual and methodological problems may partially explain the weak and inconsistent findings. Two important shortcomings are inadequately specified models and a failure to consider nonescapist responses to job-related stress. We therefore propose that there may be escapist (i.e. increased drinking, working through job dissatisfaction for those who believe that alcohol consumption is an effective means to reduce stress) and nonescapist (i.e. decreased drinking for those who are dissatisfied with their jobs but do not believe alcohol is an effective coping strategy) responses to work stress. These hypotheses were tested on a sample of 972 production workers in the Pacific northwest. Results show moderate support for the existence of both escapist and nonescapist responses to job-related stresses. © 1998 John Wiley & Sons, Ltd.     

Broadsided by broad traits: How to sink science in five dimensions or less

This paper is a conceptual and methodological critique of arguments advanced by Ones and Viswesvaran (1996, this issue) favoring ‘broad’ over ‘narrow’ personality traits for personnel selection and theoretical explanation. We agree with Ones and Viswesvaran that predictors should match criteria in terms of specificity. We depart from them, however, in our view of how traits should be chosen to obtain the best possible prediction and explanation of a complex overall job performance criterion. We argue that the best criterion-related validities will be attained if researchers use a construct-oriented approach to match specific traits (i.e. traits narrower than the Big Five) to those specific job performance dimensions that have been found to be job relevant. We further argue that researchers should focus on development of theories of job performance that incorporate constructs that are both specific and meaningful. If researchers seek to emphasize only overall job performance and personality traits greater than or equal to the Big Five in breadth, we will fail to acquire a great deal of important knowledge about the nature and causes of important aspects of work behavior.     

I can't get no job satisfaction: Meta‐analysis comparing permanent and contingent workers

Scholars are concerned that contingent workers experience more adverse psychological job outcomes than permanent employees, but the empirical work on job satisfaction is mixed. The purpose of this study was to quantitatively summarize the potential mean differences in job satisfaction between contingent workers and permanent employees. Meta‐analytic results from 72 primary studies (N = 237 856) suggest that compared with permanent employees, contingent workers experience lower job satisfaction (d = ?0.21); but when outlying primary studies are removed, the mean difference is small but significant (d = ?0.06). Methodological artifacts explain small but significant differences in job satisfaction but do not account for much variance. Moderator analyses support previous findings that contingent workers are not a homogeneous group; some contingent workers (e.g., agency workers) experience lower job satisfaction than permanent employees, whereas the job satisfaction of other contingent workers (e.g., contractors) is similar to permanent employees. The findings have implications for increasing our understanding of job satisfaction by showing that job satisfaction appears to vary by employment type. Practical implications suggest that extending human resource practices to contingent workers may increase their job satisfaction, which has been shown to influence job performance, citizenship behaviors, and turnover. Copyright © 2012 John Wiley & Sons, Ltd.     

Explaining the effects of transformational leadership: an investigation of the effects of higher‐order motives in multilevel marketing organizations

Multilevel marketing organizations (MLMs) are a rapidly growing organizational type enlisting nearly 10 million members and producing over 20 billion dollars in sales annually. Despite their remarkable recent growth, few studies have examined these unusual organizations, and none of these have addressed issues of transformational leadership. In MLMs, the key leadership relationships are those between individual member distributors and the members who recruited them into the organization (i.e., their ‘sponsors’). Although sponsors are expected to provide leadership to the members they recruit, they possess no direct supervisory resulting—authority in an uncertain ‘quasi‐leadership’ role. Using a sample of 736 female MLM members, the present study empirically tests an important explanatory component of transformational leadership theory: that belief in the higher purpose of one's work is a mechanism through which transformational leadership achieves its positive outcomes on cohesion, satisfaction, effort, and performance. The results offer support to the notion that transformational leadership indeed ‘transforms’ followers by encouraging them to see the higher purposes in their work. Additionally, the results show positive relationships between belief in a higher purpose of one's work and job satisfaction, unit cohesion, and effort. Copyright © 2001 John Wiley & Sons, Ltd.     

Sexualize one,objectify all? The sexualization spillover effect on female job candidates

We examined whether sexualizing a businesswoman impacts attitudes toward subsequently evaluated, nonsexualized females applying for a corporate managerial position. Research shows that sexualized women are perceived as less warm and competent (i.e., objectified). Integrating this work with research on social cognition, we hypothesized that the negative effect of sexualization “spills over” onto other nonsexualized women, reducing their hireability. Across two experiments, initially sexualized women were perceived as less warm and competent, as were subsequently evaluated nonsexualized female job candidates. In turn, these negative perceptions reduced the applicants' probability of being hired. Sexualization of women also increased intentions to hire a subsequently evaluated male candidate. The results were robust when we controlled for evaluators' gender and age. Our findings demonstrate that female job applicants can experience detrimental effects from sexually based objectification, even when they are not the individuals initially sexualized. We discuss implications for women's careers.     

Lower health risk with increased job control among white collar workers

Associations between increased job control and health status were tested with questionnaire data from a random sample of full-time workers (n = 8504) from the national Swedish white collar labor federation, TCO (representing 25 per cent of the Swedish work force). Of these subjects, 1937 had undergone a company-initiated job reorganization during the previous several years. Workers in the job reorganization group who had influence in the reorganization process and obtained increased task control as a result had lower levels of illness symptoms on 11 of 12 health indicators controlling for age and sex (11 of 12 associations significant for males, four of 12 associations significant for females). A previously validated measure of coronary heart disease was significantly lower in circumstances of increased job control for males (8.6 per cent symptom frequency with decreased control versus 3.4 per cent with increased control; p = 0.05). Absenteeism was lower: 10.7 per cent versus 5.0 per cent (0.01). Depression was lower 27.8 per cent to 13.7 per cent (0.001). However, smoking was significantly higher for women 11.0 per cent versus 23.5 per cent (0.01). All illness indicators showed that the process of job reorganization itself was associated with significantly higher symptoms (‘change stress’). However for males (only) symptoms levels when reorganization was accompanied by increased control were often as low or lower than symptom levels for no reorganization at all. Unfortunately, job reorganizations involving employee influence and increased task control were less frequent than job reorganizations involving reduced influence and no increased control, especially for women and older workers.     

Driver’s mental workload prediction model based on physiological indices

Developing an early warning model to predict the driver’s mental workload (MWL) is critical and helpful, especially for new or less experienced drivers. The present study aims to investigate the correlation between new drivers’ MWL and their work performance, regarding the number of errors. Additionally, the group method of data handling is used to establish the driver’s MWL predictive model based on subjective rating (NASA task load index [NASA-TLX]) and six physiological indices. The results indicate that the NASA-TLX and the number of errors are positively correlated, and the predictive model shows the validity of the proposed model with an R² value of 0.745. The proposed model is expected to provide a reference value for the new drivers of their MWL by providing the physiological indices, and the driving lesson plans can be proposed to sustain an appropriate MWL as well as improve the driver’s work performance.     

Psychosocial safety climate: Conceptual distinctiveness and effect on job demands and worker psychological health

Psychosocial safety climate is an emerging construct that refers to shared perceptions regarding policies, practices, and procedures for the protection of worker psychological health and safety. The purpose of the research was to: (1) demonstrate that psychosocial safety climate is a construct distinct from related climate measures (i.e., physical safety climate, team psychological safety, and perceived organizational support); and (2) test the proposition that organizational psychosocial safety climate determines work conditions (i.e., job demands) and subsequently worker psychological health. We used samples from two different cultures; an Australian sample (N = 126 workers in 16 teams within a primary health care organization) and a Malaysian sample (N = 180 workers in 31 teams from different organizations and diverse industries). In both samples confirmatory factor analysis verified that psychosocial safety climate is a construct distinct from related climate measures. Using hierarchical linear modeling, psychosocial safety climate was superior to other team level climate measures in its negative relationship to both job demands and psychological health problems. Results supported a mediation process, psychosocial safety climate → job demands → psychological health problems, corroborating psychosocial safety climate as a preeminent stress risk factor, and an efficient target for intervention. We found both physical and psychosocial safety climates were stronger in the Australian, compared with the Malaysian work context. Levels of psychosocial safety climate were significantly lower than those of physical safety climate in both countries indicating a ‘universal’ lack of attention to workplace psychological health.