Economic Predictors of Differences in Interview Faking Between Countries: Economic Inequality Matters, Not the State of Economy

Many companies recruit employees from different parts of the globe, and faking behavior by potential employees is a ubiquitous phenomenon. It seems that applicants from some countries are more prone to faking compared to others, but the reasons for these differences are largely unexplored. This study relates country-level economic variables to faking behavior in hiring processes. In a cross-national study across 20 countries, participants (N = 3,839) reported their faking behavior in their last job interview. This study used the random response technique (RRT) to ensure participants’ anonymity and to foster honest answers regarding faking behavior. Results indicate that general economic indicators (gross domestic product per capita [GDP] and unemployment rate) show negligible correlations with faking across the countries, whereas economic inequality is positively related to the extent of applicant faking to a substantial extent. These findings imply that people are sensitive to inequality within countries and that inequality relates to faking, because inequality might actuate other psychological processes (e.g., envy) which in turn increase the probability for unethical behavior in many forms

Leading toward creativity and innovation: A study of hotels and resorts

To stay competitive, hotels and resorts, require focusing on being innovative. Given the important role of innovation in the contemporary hotel industry, this research investigated how employee's creativity and innovation can be motivated. Of all the determinants of employee's innovative behavior, leadership has been highlighted in the literature as one of the most influential organizational factors in encouraging subordinates' creativity and innovation. This study examined the influence of perceived innovation-enhancing leadership behaviors on employee's creativity and innovation in Iranian hotels and resorts. In particular, this research investigated the direct impact of seven categories of innovation-enhancing leadership behaviors on employee's creativity and innovation, drawing on a sample of 107 employees and managers from 3-, 4- and 5- stars hotels and resorts in Iran. The empirical findings indicated that the construct of innovation-enhancing leadership is positively and significantly associated with employee's creativity and innovation, further this study identified particular leadership behaviors that account for employee's creativity and innovation in Iranian hotels sectors. This research also reviews the literature on the topic of effective leadership practices in the Asian hotels industry in order to understand more comprehensively how leadership enhances employee's innovative behavior in the context of hotels industry. On the basis of this finding, industry practitioners would be able to develop strategies that enhance and sustain organizational competitive advantage, and this outcome especially in regard to leadership behaviors offer useful directions for training and development programs