On the limitations of using situational judgement tests to measure interpersonal skills: The moderating influence of employee anger

Many authors have suggested that situational judgment tests (SJTs) are useful tools for assessing applicants because SJT items can be written to assess a number of job-related knowledges, skills, abilities and other characteristics (KSAOs). However, SJTs may not be appropriate for measuring certain KSAOs for some applicants. We posit that using SJTs to measure interpersonal skills may lead to invalid inferences about applicants with higher levels of angry hostility (AH), and thus, AH should moderate the relation between interpersonally oriented SJTs and job performance. Three studies, using samples of healthcare workers (n = 225), police officers (n = 54), and medical doctors (n = 92), provided support for hypotheses in that that relations between SJT scores and performance criteria were significantly weaker among employees higher in AH compared to those lower in AH. In addition, none of the other facets of neuroticism tested (self-consciousness, anxiety, depression, immoderation, or vulnerability to stress) consistently moderated SJT validity, providing support for the uniqueness of AH. Implications for practice, and for future research studying the relations between interpersonal skills as measured by SJTs and job performance, are discussed

Employer image and employer branding: What we know and what we need to know

In this article, we review theory and research on employer image and employer branding published since 2001. The review is wide ranging. First, we define employer image and distinguish it from similar constructs such as reputation and identity. We find that the literature has used two conceptualizations of images: an elementalistic perspective (e.g., distinction between symbolic and instrumental organizational attributes) and a holistic perspective (i.e., overall ratings of organizational attractiveness). Second, we discuss the effects of favorable organizational images, including better recruitment outcomes, more differentiation, stronger emotional bonds, and financial returns. Third, we review the antecedents and formation of image with a focus on organizational (e.g., recruiters) and nonorganizational sources [e.g., word of mouth (WOM)]. Fourth, we discuss the theoretical mediating mechanisms responsible for image effects and the moderators of image-outcome relationships. Finally, we address practical implications in the form of employer brand management and provide future research suggestions

Narrow personality traits and organizational attraction: Evidence for the complementary hypothesis

Although the interactionist perspective has been widely studied in organizational attractiveness, there is no research comparing the explanatory power of the complementary and supplementary hypotheses in predicting attraction. The authors test these perspectives in the context of the instrumental-symbolic framework. The authors also examine whether the use of narrow personality facets, such as Trust (under the Big Five trait Agreeableness), Assertiveness (under Extraversion), and Imagination (under Openness to Experience) enhances the prediction of attraction. Job seekers (N = 220) provided self-ratings of personality, ratings of organizational traits, and their level of attraction to a potential future employer. Results supported predictions based on complementarity, suggesting that organizations adopting a recruiting strategy based on similarity in personality may not succeed in attracting their most preferred candidates. The findings also suggested that narrow facets are useful in predicting attraction, providing further evidence for the predictive benefits of narrow personality traits.Recruitment Interactionist perspective Applicant attraction Organization personality Narrow traits Big Five Person-organization fit Trust Assertiveness Imagination

Sins of Commission and Omission: The Implications of an Active–Passive Categorization of Counterproductive Work Behavior

This paper introduces an active–passive framework to the conceptualization and measurement of counterproductive work behavior (CWB), in order to establish a dimension that categorizes the content of behaviors within the existing interpersonally directed (CWBI) and organizationally directed (CWBO) framework. Doing so provides new insights into the relationship between workplace counterproductivity and sleep. Stressor-emotion models of CWB predict that employees engage in counterproductivity in response to workplace stressors, but extant research suggests that counterproductive behavior increases strain, including reduced sleep quality. We develop a new scale for measuring CWB that differentiates active and passive behaviors and demonstrates the potential for positive intrapsychic consequences for passive CWBI. In Study 1, using five samples, we demonstrate the convergent and discriminant validity, reliability, and acceptable psychometric properties of a 19-item scale that reconceptualizes CWB into four dimensions: active CWBI, passive CWBI, active CWBO, and passive CWBO. In Study 2, using experience-sampling methodology, we found that when employees engage in active CWBO at work in the afternoon they experience reduced sleep quality that evening, whereas engaging in passive CWBI was related to increased sleep quality.12 month embargo; published: 09 November 2022This item from the UA Faculty Publications collection is made available by the University of Arizona with support from the University of Arizona Libraries. If you have questions, please contact us at [email protected]

Good apples in good barrels: Conscientious people are more responsive to code enforcement

Meta-analytic findings suggest that strongly enforcing ethical codes of conduct reduces unethical behaviour. However, this conclusion is based on a limited number of studies, leading ethics scholars to suggest that we need to know more about the effects of codes. Furthermore, the importance of understanding how individual differences may interact with situational characteristics to influence unethical behaviour has long been recognized, but few studies have examined both personal and situational variables. Using norm focus theory as an organizing framework, the authors argue that enforcement of an ethical code of conduct and individual-level conscientiousness interacts to influence unethical behaviour. In Study 1, participants attended a laboratory session in which a code of conduct was presented and the participants had the opportunity to earn additional compensation if they acted unethically. Participants engaged in less unethical behaviour after they observed strict enforcement, but this was qualified by an enforcement x conscientiousness interaction: Strict enforcement led to lower unethical behaviour only among those who were more conscientious. In Study 2, a survey of working adults showed that the relation between code enforcement and unethical behaviour was mediated by a focus on injunctive norms, but only among those who were more conscientious. The findings therefore indicate that there are important boundary conditions on the effects of codes of conduct. Practitioner points When people are aware of a code of conduct, but have no information about how strongly the code of conduct is enforced, they view enforcement as similar to a situation wherein they witness weak enforcement. Strongly enforced codes of conduct serve to (1) increase the importance of avoiding unethical behaviour, and (2) reduce the magnitude of unethical behaviour, but only among those who are more conscientiousness. To ensure reduction of unethical behaviour, organizations must strongly enforce codesandselect employees who are highly conscientious. Alternatively, organizations may test different methods of enforcement to identify those that are effective in reducing unethical behaviour regardless of how conscientious employees are.University of Arizona12 month embargo; first published: 23 July 2020This item from the UA Faculty Publications collection is made available by the University of Arizona with support from the University of Arizona Libraries. If you have questions, please contact us at [email protected]

Reducing Injuries, Malingering, and Workers’ Compensation Costs by Implementing Overt Integrity Testing

Workers' compensation costs are a substantial expense for employers. Given mixed results of training and job redesign interventions designed to reduce accidents leading to claims, organizations may wish to reduce these costs by screening job applicants with integrity tests. Building on theories of workplace safety and malingering (i.e., faking or exaggerating injuries for personal gain), we argue that overt integrity tests predict workers' compensation claims through both workplace injuries and malingering. Analyses of archival data from three organizations (study 1) found screening job applicants reduced workers' compensation claim rates and related costs, demonstrating a return on investment of 734% in one sample and 866% in another. In a three-wave survey of working adults (study 2), integrity test scores related directly to malingering, and indirectly to workplace injuries through motivation to work safely and compliance with safety rules. Analyses of three common dimensions of overt integrity tests (substance abuse, aggression, and theft) found theft scores directly related to malingering, and indirectly related to injuries through lower safety compliance. Substance abuse scores were related to higher rates of injury through lower safety motivation and compliance. Aggression scores were not related to malingering or injuries. We conclude that screening job applicants with overt integrity tests can be a cost-effective way to reduce unnecessary workplace injuries, malingering, and the related workers' compensation claims.12 month embargo; published online: 17 February 2020This item from the UA Faculty Publications collection is made available by the University of Arizona with support from the University of Arizona Libraries. If you have questions, please contact us at [email protected]