Fairness perceptions of video resumes among ethnically diverse applicants

This study investigated ethnic majority and minority applicants’ fairness perceptions (n = 445) of video resumes, compared to paper resumes. Additionally, the moderating effect of minorities’ ethnic identity and language proficiency on fairness perceptions of video/paper resumes was studied. Despite discriminatory concerns, ethnic minority applicants perceived the fairness of video resumes equally or more positively when compared to ethnic majority applicants, and when compared to paper resumes. Minorities’ ethnic identity was positively related to fairness perceptions of resumes. Furthermore, language proficiency was a significant moderator: Higher proficiency was related to higher fairness perceptions of paper resumes. The implication is suggested that ethnic minority applicants may prefer a more personalized way of applying, (video resume), instead of less personalized ways

The effect of cultural orientation and leadership style on self- versus other-oriented organizational citizenship behavior in Turkey and the Netherlands

This paper investigated the effects of a paternalistic and empowering leadership style on organizational citizenship behaviour (OCB) in an experimental design using 100 Turkish and 100 Dutch students who held part-time jobs. Confirming our expectations, a paternalistic leadership style had a more positive effect on job dedication and organizational support in Turkey than in the Netherlands. Contradicting our expectations, an empowering leadership style did not have a more positive effect on any of the OCB dimensions in the Netherlands than it did in Turkey. However, in the Netherlands an empowering leadership style had a stronger effect on interpersonal facilitation, job dedication, and organizational support than a paternalistic leadership style. Paternalistic and empowering leadership styles both had positive effects on OCB dimensions in Turkey. As expected, collectivism moderated the relationship between paternalistic leadership style and other oriented OCB (i.e., interpersonal facilitation). Specifically, people who had more collectivistic tendencies were more positively influenced by a paternalistic leader than people who had low collectivistic tendencies in both countries. However, individualism did not have any moderating effects on the relationship between empowering leadership style and self-oriented OCB (i.e., job dedication). Our findings are relevant for understanding the effects of leadership styles and cultural orientations on self- versus other-oriented OCB in Turkey and the Netherlands

Theorizing on the connection between organizational and individual mindfulness

This paper explores the relationship between individual mindful- ness and organizational mindfulness. Many authors consider these concepts to be related and interlocked, however, the exact nature of this connection is still unclear. Therefore, we investigate the link between these two concepts using both literature review approach and theoretical reflection. The results of the literature review are classified and synthesized in a constructive way into a theoretical framework that sheds light on the main aspects of the relationship between individual and collective mindfulness. Our research shows that the existence of organizational mindfulness implies the existence of mindfulness on the individual level. Individual mindfulness is a necessary, but not sufficient condition to developing organizational mindfulness. Additional factors other than individual mindfulness must be included in order to increase organizational mindfulness. The reason for this is the difference between individual mindfulness, an intrapsychic process of indi- viduals, and organizational mindfulness, which is a function of social procedures in an organization

Psychological predictors of cultural diversity support at work

Objectives: As diversity management activities become more prominent worldwide it is important to understand psychological reactions to them to ensure success, but empirical evidence is lacking. This study investigated employees and managers’ intentions and behavior to promote cultural diversity at work in a variety of organizations in the Netherlands, using Ajzen’s theory of planned behavior. Methods: Predictors of intentions to promote cultural diversity at work (N = 670) and actual behavior after six months were assessed among managers and employees using self-reports in a two-wave survey design. Participant’s average age at Time 1 was 38.26 years (SD = 11.86), 56% was female, and there were 78.1% Dutch ethnic majority and 21.9% ethnic minority participants. Results: Attitude to cultural diversity promotion at work and perceived behavioral control (PBC) related positively to both individuals’ intentions to promote cultural diversity at work, which in turn predicted behavior. The strongest driver, however, was attitude. Managers’ reported PBC and behavior were higher compared to employees. Conclusions: This study supported the applicability of the theory of planned behavior to predict intentions and behavior to promote cultural diversity at work. With an increasingly diverse workforce, this study aimed to advance our understanding of drivers of individual reactions and behavior to support cultural diversity at work

Eerlijkheid van selectie op basis van papieren en video cv’s

Internet and multi-media are increasingly being used for recruitment and selection, such as in video résumé screening. This paper presents the general findings and rationale of a dissertation on fairness perceptions of video résumés vis-à-vis paper résumés. Potential hiring discrimination was also considered. Applicant perceptions of video résumés compared to paper résumés were influenced by applicant characteristics, like ethnic background, language proficiency and educational level/GMA. Extraverted applicants experienced more opportunity to perform in video résumés compared to introverted applicants. Recruiter perceptions of video résumés were more negative compared to paper résumés. Despite discriminatory concerns, video résumés did not necessarily lead to hiring discrimination. Reported human capital in paper résumés, such as extracurricular activities, partly explained the existing differential job access among ethnic groups. Implications and suggestions for future research are discussed

Psychological predictors of cultural diversity support at work

Objectives: As diversity management activities become more prominent worldwide it is important to understand psychological reactions to them to ensure success, but empirical evidence is lacking. This study investigated employees' and managers' intentions and behavior to promote cultural diversity at work in a variety of organizations in the Netherlands, using Ajzen's theory of planned behavior. Method: Predictors of intentions to promote cultural diversity at work (N = 670) and actual behavior after 6 months were assessed among managers and employees using self-reports in a 2-wave survey design. Participants' average age at Time 1 was 38.26 years (SD = 11.86), 56% was female, and there were 78.1% Dutch ethnic majority and 21.9% ethnic minority participants. Results: Attitude to cultural diversity promotion at work and perceived behavioral control (PBC) related positively to both individuals' intentions to promote cultural diversity at work, which in turn predicted behavior. The strongest driver, however, was attitude. Managers' reported PBC and behavior were higher compared to employees. Conclusions: This study supported the applicability of the theory of planned behavior to predict intentions and behavior to promote cultural diversity at work. With an increasingly diverse workforce, this study aimed to advance our understanding of drivers of individual reactions and behavior to support cultural diversity at work