The Impact of the Big Five Personality Traits on the Acceptance of Social Networking Website

Social networking websites are a relatively new and wildly popular form of technology. While millions of users have adopted this technology, it is not currently known whether these users have any commonalities or whether these users represent a certain personality type. This study investigates the impact of the Big Five personality variables on the acceptance of social networking technology. Because the Technology Acceptance Model and the Unified Theory of the Acceptance and Use of Technology assume the technology in question is used for productivity gains, a new model framework will be used, specifically created for the acceptance of hedonic information systems

Examination of ability-based emotional intelligence in the structured employment interview

Purpose and Method of Study: Research on emotional intelligence (EI) is gaining momentum and becoming one of the most topical areas of organizational research. Of particular interest is the role of EI in the context of employment selection and job performance. Due to the degree of social interaction and emotional influence, the employment interview appears to be an ideal context in which to study the role of EI. The goal of this research is to determine the effect of ability-based EI in the situational interview (SI), the behavioral descriptive interview (BDI), and on the job. More specifically, does EI predict SI ratings, BDI ratings, and job performance after controlling for the established correlates of "g" and the Big-5? Furthermore, the four dimensions of EI are modeled for their prediction of the three dependent variables and to examine gender interactions. In both a pilot study and a field sample, participants were assessed with the MSCEIT, the Wonderlic Personnel Test, the NEO-FFI, and participated in a video recorded job interview. This interview consisted of a situational interview component and a behavioral descriptive interview component. The video recorded interview was later split into separate SI and BDI interview segments and was evaluated by trained raters. Job performance was assessed by the supervisor of the participant. Findings and Conclusions: Results indicate that two EI dimensions, the understanding and managing emotions dimensions, predict situational interview ratings, even after controlling for "g" and the Big-5. Overall EI and the managing emotions dimension of EI significantly predict job performance in both the pilot study and the field sample. After controlling for "g" and the Big-5, the managing emotions dimension of EI predicts 4% of the variance in job performance in both samples. Gender did not interact with EI to the degree expected, though a few gender interactions were found. This study is one of the first to evaluate ability-based emotional intelligence in an actual field setting, one of the first to evaluate ability-based EI in relation to actual job performance, and is the first to evaluate ability-based EI in the structured employment interview

Emotion Management Ability: Predicting Task Performance, Citizenship, and Deviance

This article examines emotion management ability (EMA) as a theoretically relevant predictor of job performance. The authors argue that EMA predicts task performance, organizational citizenship behavior (OCB), and workplace deviance behavior. Moreover, to be practically meaningful, managing emotions should predict these important organizational outcomes after accounting for the effects of general mental ability and the Big Five personality traits. Two studies of job incumbents show that EMA consistently demonstrates incremental validity and is the strongest relative predictor of task performance, individually directed OCB, and individually directed and objectively measured deviance

Does Talking the Talk Help Walking the Walk? An Examination of the Effect of Vocal Attractiveness in Leader Effectiveness

The authors tested the hypothesis that leaders\u27 vocal attractiveness is positively related to perceptions of leadership effectiveness. In a first study using vocal spectral analysis on a sample of U.S. presidents and Canadian prime ministers, vocal attractiveness accounted for significant variance in historians\u27 perceptions of leadership effectiveness (β = .35, p \u3c .05), explaining an additional 12% of the variance above that explained by personality, motives, and charisma. A second study of 255 subjects distributed into 85 teams in a laboratory setting found similar results for the relationship between vocal attractiveness and perceptions of leadership effectiveness. The second study also supported the hypothesis that personal reactions mediate the relationship between vocal attractiveness and perceptions of leadership effectiveness. In contrast, vocal attractiveness and personal reactions were found to have no significant effects on leadership effectiveness outcomes

Applicant perspectives during selection

We provide a comprehensive but critical review of research on applicant reactions to selection procedures published since 2000 (n = 145), when the last major review article on applicant reactions appeared in the Journal of Management. We start by addressing the main criticisms levied against the field to determine whether applicant reactions matter to individuals and employers (“So what?”). This is followed by a consideration of “What’s new?” by conducting a comprehensive and detailed review of applicant reaction research centered upon four areas of growth: expansion of the theoretical lens, incorporation of new technology in the selection arena, internationalization of applicant reactions research, and emerging boundary conditions. Our final section focuses on “Where to next?” and offers an updated and integrated conceptual model of applicant reactions, four key challenges, and eight specific future research questions. Our conclusion is that the field demonstrates stronger research designs, with studies incorporating greater control, broader constructs, and multiple time points. There is also solid evidence that applicant reactions have significant and meaningful effects on attitudes, intentions, and behaviors. At the same time, we identify some remaining gaps in the literature and a number of critical questions that remain to be explored, particularly in light of technological and societal changes

How team helping influences abusive and empowering leadership : the roles of team affective tone and performance

Leaders' perceptions of their teams are critical sources of contextual social information influencing leadership behaviors. In this paper, we extend affect‐as‐social‐information theory to understand how and why team helping behaviors predict leaders' mistreatment of their teams in the form of abusive supervision and positive leader behavior in the form of empowering leadership, both through leaders' perceptions of team positive affective tone. In addition, based on social information processing, we examine the cue of leaders' perceptions of team task performance as a factor that helps us understand when the relationship between positive affective tone and leadership behaviors may be attenuated. In two text‐based scenario studies, a video‐based scenario study, and a multisource field study, we found evidence that team helping behavior is antecedent to abusive and empowering leadership behaviors and that this relationship is fully mediated by leaders' perceptions of team positive affective tone. Moreover, our results support team task performance as a factor that decreases the degree to which affective tone is related to abusive supervision. We discuss our findings as a caution to scholars' assumptions about the directionality of leader‐team influence, emphasizing the need to acknowledge upward effects in workplace mistreatment research in the leader–team relationship.http://wileyonlinelibrary.com/journal/job2022-05-11hj2020Human Resource Managemen

Interviewee Selection Test and Evaluator Assessments of General Mental Ability, Emotional Intelligence and Extraversion: Relationships with Structured Behavioral and Situational Interview Performance

The purpose of the study was to examine antecedents of interview performance commonly measured via two divergent methods; selection tests and evaluator assessments. General mental ability (GMA), emotional intelligence (EI), and extraversion have been largely studied in isolation. This study evaluates the relative strength of these traits across methods and tests whether selection test and evaluator-assessed traits interact to further enhance the prediction of interview performance. 81 interviewees were asked to complete traditional selection tests of GMA, EI, extraversion, and a video-recorded structured behavioral and situational job interview. The traits, behavioral, and situational interview performance were then evaluated with three independent sets of raters. Regression analysis was used to investigate the extent that these traits predicted structured interview performance. Results indicate that each trait was a strong predictor of interview performance, but results differed based on the method of measurement and the type of structured interview assessed. Further, evaluator perceptions related to interview performance more strongly than did selection tests. Finally, evaluator assessments of each trait interacted with its respective selection test counterpart to further enhance the prediction of interview performance. This improves our understanding of how applicant traits impact hiring decisions. This is the first study to directly compare tested versus others’ ratings of interviewee GMA, EI, and extraversion as predictors of interview performance

The cost of managing impressions for black employees: an expectancy violation theory perspective

This study identifies a unique bias faced by Black employees which makes it challenging for this group to manage their professional image. Integrating research on racial backlash, image management, and expectancy violation theory, we argue that self-promotion by Black employees will result in detrimental outcomes for this group compared to White, Hispanic, and Asian employees. Due to negative racial stereotypes related to their job competence, we hypothesize that self-promotion by Black employees will be viewed by their White managers as a violation of stereotypically appropriate behavior and will result in a backlash in the form of lower job-related outcomes. We propose that the process by which these effects occur is through manager assessments of their employees on agentic and communal traits. Our hypothesized model was tested with a stratified sample of manager–employee dyads of a large financial institution. Results indicated that self-promotion by Black employees was associated with lower job performance and person–organization fit ratings, as well as fewer idiosyncratic deals with their immediate managers compared to White, Hispanic, and Asian employees. Implications of the divergent consequences of self-promotion for Black employees relative to other racial groups are discusse