Individual differences and their measurement: A review of 100 years of research

This article reviews 100 years of research on individual differences and their measurement, with a focus on research published in the Journal of Applied Psychology. We focus on 3 major individual differences domains: (a) knowledge, skill, and ability, including both the cognitive and physical domains; (b) personality, including integrity, emotional intelligence, stable motivational attributes (e.g., achievement motivation, core self-evaluations), and creativity; and (c) vocational interests. For each domain, we describe the evolution of the domain across the years and highlight major theoretical, empirical, and methodological developments, including relationships between individual differences and variables such as job performance, job satisfaction, and career development. We conclude by discussing future directions for individual differences research. Trends in the literature include a growing focus on substantive issues rather than on the measurement of individual differences, a differentiation between constructs and measurement methods, and the use of innovative ways of assessing individual differences, such as simulations, other-reports, and implicit measures

What's on job seekers' social media sites? A content analysis and effects of structure on recruiter judgments and predictive validity

Many organizational representatives review social media (SM) information (e.g., Facebook, Twitter) when recruiting and assessing job applicants. Despite this, very little empirical data exist concerning the SM information available to organizations or whether assessments of such information are a valid predictor of work outcomes. This multistudy investigation examines several critical issues in this emerging area. In Study 1, we conducted a content analysis of job seekers' Facebook sites (n = 266) and found that these sites often provide demographic variables that U.S. employment laws typically prohibit organizations from using when making personnel decisions (e.g., age, ethnicity, and religion), as well as other personal information that is not work-related (e.g., sexual orientation, marital status). In Study (n = 140), we examined whether job seekers' SM information is related to recruiter evaluations. Results revealed that various types of SM information correlated with recruiter judgments of hireability, including demographic variables (e.g.. gender, marital status), variables organizations routinely assess (e.g.. education. training, and skills). and variables that may be a concern to organizations (e.g., profanity. sexual behavior). In Study 3 (ta = 81), we examined whether structuring SM assessments (e.g., via rater training) affects criterion-related validity. Results showed that structuring SM assessments did not appear to improve the prediction of future job performance or withdrawal intentions. Overall, the present findings suggest that organizations should be cautious about assessing SM information during the staffing process

Do candidate reactions relate to job performance or affect criterion-related validity? A multistudy investigation of relations among reactions, selection test scores, and job performance

Considerable evidence suggests that how candidates react to selection procedures can affect their test performance and their attitudes toward the hiring organization (e.g., recommending the firm to others). However, very few studies of candidate reactions have examined one of the outcomes organizations care most about: job performance. We attempt to address this gap by developing and testing a conceptual framework that delineates whether and how candidate reactions might influence job performance. We accomplish this objective using data from 4 studies (total N = 6,480), 6 selection procedures (personality tests, job knowledge tests, cognitive ability tests, work samples, situational judgment tests, and a selection inventory), 5 key candidate reactions (anxiety, motivation, belief in tests, self-efficacy, and procedural justice), 2 contexts (industry and education), 3 continents (North America, South America, and Europe), 2 study designs (predictive and concurrent), and 4 occupational areas (medical, sales, customer service, and technological). Consistent with previous research, candidate reactions were related to test scores, and test scores were related to job performance. Further, there was some evidence that reactions affected performance indirectly through their influence on test scores. Finally, in no cases did candidate reactions affect the prediction of job performance by increasing or decreasing the criterion-related validity of test scores. Implications of these findings and avenues for future research are discussed

Reducing the noise from scraping social media content: Some evidence-based recommendations

Chamorro-Premuzic, Winsborough, Sherman, and Hogan (2016) describe a variety of new selection approaches (e.g., scraping of social media information, gamified assessments) in the staffing domain that might provide new sources of information about people. The authors also mention advantages and downsides of these potentially new talent signals

Line Manager Implementation Perceptions as a Mediator of Relations Between High Performance Work Practices and Employee Outcomes

Strategic human resources management (SHRM) scholars recently have suggested that high-performance work practices (HPWP) implementation might serve as a critical mediator between HPWP and workplace outcomes. This study proposes and tests a model that positions line managers’ perceptions regarding the extent to which they implement their organization’s HPWP as a mediator of relations between HPWP and employee attitudes (i.e., turnover intentions and participative decision-making perceptions) and behavior (i.e., job performance). Using data from 507 line managers and 109 matched line manager–subordinate response sets, the results suggest that line managers’ HPWP implementation perceptions fully mediate relations between HPWP and employee outcomes. The authors also found that line managers’ human resources competency and political skill affect their HPWP implementation perceptions. Overall, these findings contribute to a more informed understanding of relationships between HPWP and work outcomes and suggest that additional SHRM research is needed to better understand whether and how HPWP are implemented

Why do situational interviews predict job performance? The role of interviewees’ ability to identify criteria

Purpose: This study aimed at shedding light on why situational interviews (SIs) predict job performance. We examined an explanation based upon the importance of interviewees’ Ability to Identify Criteria (ATIC, i.e., to read the targeted interview dimensions) for SI performance. Design/Methodology/Approach: Data were obtained from 97 interviewees who participated in a mock interview to train for future applications. This approach enabled us to conduct the SIs under standardized conditions, to assess interviewees’ ATIC, and at the same time, to collect job performance data from interviewee’s current supervisors. Findings: We found that interviewees’ ATIC scores were not only positively related to their interview performance, but also predicted job performance as rated by their supervisors. Furthermore, controlling for interviewees’ ATIC significantly lowered the relationship between performance in the SI and job performance. Implications: Better understanding of the mechanisms that underlie the criterion-related validity of SIs is crucial for theoretical progress and improving personnel selection procedures. This study highlights the relevance of interviewees’ ATIC for predicting job performance. It also underscores the importance of constructing interviews to enable candidates to show their criterion-relevant abilities. Originality/Value: This study shows that interviewees’ ATIC contributes to a better understanding of why the SI predicts job performance