The role of automatic obesity stereotypes in real hiring discrimination.

This study examined whether automatic stereotypes captured by the implicit association test (IAT) can predict real hiring discrimination against the obese. In an unobtrusive field experiment, job applications were sent to a large number of real job vacancies. The applications were matched on credentials but differed with respect to the applicant's weight. Discriminatory behavior was quantified by the extent to which the hiring managers invited normal-weight versus obese applicants to a job interview. Several months after the behavioral data were obtained, the hiring managers completed an obesity IAT and explicit hiring preference measures. Only the IAT scores reliably predicted interview decisions. More specifically, hiring managers holding more negative automatic stereotypes about the obese were less likely to invite an obese applicant for an interview. The present research is the first to show that automatic bias predicts labor market discrimination against obese individuals. Practical implications are discussed. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Interviewers' perceptions of person–organization fit and organizational selection decisions.

Amodel of person–organization fit and organizational hiring decisions is developed and tested, using data from 38 interviewers making hiring decisions about 93 applicants. Results suggest that interviewers can assess applicant–organization values congruence with significant levels of accuracy and that interviewers compare their perceptions of applicants' values with their organizations' values to assess person–organization fit. Results also suggested that interviewers' subjective person–organization fit assessments have large effects on their hiring recommendations relative to competing applicant characteristics, and that interviewers' hiring recommendations directly affect organizations' hiring decisions (e.g., job offers). (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

AVA validity for textile workers.

How valid is the Activity Vector Analysis (AVA) for use with textile workers? "Blind predictions as to the probable on-the-job success of applicants for routine machine operational as well as other semiskilled and unskilled jobs in a large textile concern were made solely on the basis of AVA profiles. These predictions were in the form of numerical ratings on a job proficiency scale. Subjects were 142 new hires for various first line worker jobs over a period of 15 months. Several foremen, supervisors of the Ss, were asked to rate them on the job proficiency scale 30 days and 90 days after employment. Comparisons of the AVA analyst's predictions and raters' judgments were then made. Predictions made by the interviewer who actually did the hiring were also compared with the criterion ratings on a portion of the total sample… . On the basis of these findings it may be concluded that both the interview techniques and the AVA, when employed by a trained interpreter, are valid predictors of job success for the occupations studied. The data of the study also suggest that the predictive efficiency may be enhanced by combining these two procedures in the selection of textile workers performing routine operational tasks." (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Correlational tests of predictions from a process model of the interview.

We conducted a field study to test eight propositions derived from a process model of the selection interview (Dipboye, 1982; Dipboye & Macan, 1988). According to the model, interviewers' preinterview impressions of an applicant bias the subsequent conduct of the interview and processing of information in the direction of confirming these initial impressions. To test predictions from the model, we surveyed managers and the applicants they interviewed in each of 164 interviews. In support of the model, interviewers' preinterview evaluations were positively related to postinterview evaluations of applicant qualifications and process variables predicted to mediate this relation. Results also supported the model in that interviewers with favorable preinterview impressions were more likely to attribute good interview performances to the applicants' qualifications for the job and poor performances to external factors. Contrary to the model, confidence failed to moderate the above findings, and preinterview impressions were not predictive of applicant reports of interviewers' time spent in questioning. Some possible implications of the model for future research and for improving interview practice are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Subtle effects of sex role stereotypes on recruiters' hiring decisions.

Asked 150 male job recruiters from 2 university placement officers to evaluate relevant employment materials on 1 hypothetical job applicant (male or female) for either a male-oriented (personnel technician) or female-oriented (editorial assistant) position to make a hiring decision. Results indicate that hiring decisions were not influenced independently by the applicant's sex or position for which he/she was applying, but rather by the interaction of the 2 variables. That is, significantly more females than males were recommended for hiring for the editorial assistant position, while significantly more males were recommended for the personnel technician job. Post-hoc analyses revealed different trait patterns attributed to applicants recommended for hiring based on their sex-job role congruence. Implications for further research relating to personnel-related decisions are discussed. (15 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Absenteeism estimates by employees and managers: Divergent perspectives and self-serving perceptions.

The social cognition literature and a deviance model of absenteeism were used to generate a series of predictions about employees' and managers' estimates of levels of absenteeism. Employees revealed a clear self-serving pattern in comparing their own absenteeism with occupational norms and their own work group's absence, and they underestimated their own actual absenteeism. Managers estimated lower occupational norms and lower work-group absence than did their subordinates. Managers also saw their own work groups as having lower absenteeism than the company average, an estimate that also appeared to be self-serving. Results suggest how people make sense of absence in a social context. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The impact of response distortion on preemployment personality testing and hiring decisions.

Response distortion (RD), or faking, among job applicants completing personality inventories has been a concern for selection specialists. In a field study using the NEO Personality Inventory, Revised, the authors show that RD is significantly greater among job applicants than among job incumbents, that there are significant individual differences in RD, and that RD among job applicants can have a significant effect on who is hired. These results are discussed in the context of recent studies suggesting that RD has little effect on the predictive validity of personality inventories. The authors conclude that future research, rather than focusing on predictive validity, should focus instead on the effect of RD on construct validity and hiring decisions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Work-group versus individual differences in attitude.

To determine the relative magnitude of group and individual differences in job attitudes, responses to a 20-item Likert-type attitude scale were obtained from 190 employees, sampled from 38 work groups in 3 manufacturing plants. The hypothesis that the work groups did not differ in job attitudes was tested by an analysis of variance. The observed work-group differences in attitudes were not significant, and the lowest and highest work-group means in each of the 3 plants were not significantly far apart. In these 3 plants, at least, the more appropriate unit for administrative action or for research study on employee attitudes seems to be the individual, not the work group. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Transforming service employees and climate: A multilevel, multisource examination of transformational leadership in building long-term service relationships.

This longitudinal field study integrates the theories of transformational leadership (TFL) and relationship marketing to examine how TFL influences employee service performance and customer relationship outcomes by transforming both (at the micro level) the service employees' attitudes and (at the macro level) the work unit's service climate. Results revealed that, at the individual level, managers' TFL was positively related to employee service performance, which, in turn, positively predicted customers' expressed intention to maintain a long-term service relationship with the service employee and manager-reported number of the employee's long-term customers measured 9 months later. In addition, the relationship between TFL and employee service performance was partially mediated by employee self-efficacy. Furthermore, store-level TFL was positively associated with store-level service climate, and service climate further enhanced the relationship between individual-level TFL and employee service performance. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Moderators of the Relationships Between Coworkers' Organizational Citizenship Behavior and Fellow Employees' Attitudes.

The authors developed and tested the prediction that the relationship hetween coworkers' organizational citizenship behaviors (OCBs) and fellow employees' attitudes depends on the supervisors' abusiveness. Results of a longitudinal study using data collected from 173 supervised employees at 2 points in time (separated by 7 months) suggested that coworkers' OCB was positively related to fellow employees' job satisfaction and affective commitment when abusive supervision was low. However, when abusive supervision was high, coworkers' OCB was negatively related to job satisfaction and was unrelated to organizational commitment. The results of a 2nd study were consistent with the idea that the attributions employees make for their coworkers' OCB explains the moderating effect of abusive supervision on the relationship between coworkers' OCB and job satisfaction. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The nature of stereotypes: A comparison and integration of three theories.

In the present research we examined predictions derived from the following three theoretical approaches to stereotyping: complexity-extremity theory, assumed characteristics theory, and expectancy-violation theory. In order to assess these predictions, we manipulated the race, personal appearance, and dialect style of target job applicants. White judges rated these applicants of a set of characteristics relevant to hiring decisions. Results were consistent with all three theories. Specifically, the range of judges' evaluations of black applicants was larger than the range of their evaluations of white applicants; the effects of personal appearance and dialect style were larger that the effects of race; and black applicants, on average, received more favorable ratings than white applicants. We present a model integrating all three perspectives, and we demonstrate its usefulness for explaining our results and for understanding past research on stereotypes. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

No security: A meta-analysis and review of job insecurity and its consequences.

Meta-analytic techniques were used to estimate how job insecurity relates to its postulated outcomes. Consistent with the conceptual framework, the results indicate that job insecurity has detrimental consequences for employees' job attitudes, organizational attitudes, health, and, to some extent, their behavioral relationship with the organization. Moderator analyses suggest that these relationships may be underestimated in studies relying on single-item measures of job insecurity and that the behavioral consequences of insecurity are more detrimental among manual, as compared with nonmanual, workers. Recommendations made for future research include utilization of multidimensional measures, consideration of a broader spectrum of outcomes and moderators, and use of longitudinal designs. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The relation between leadership style and empowerment on job satisfaction of nurses

OBJECTIVE: The authors explore the relation between leadership style and empowerment and its effect on job satisfaction among the nursing staff of a regional medical center. BACKGROUND: Several empirical studies on transformational leadership-found that transformational leadership behaviors were positively related to work team success and leadership effectiveness. Transformational leadership processes have also been suggested to enhance followers' work-oriented values and shape the self-efficacies of followers. Employee empowerment may be influenced by the perception that the organization cares about its employees' well-being and that their work is valued. Empowering nurses may increase job satisfaction and improve patient care. Leadership style and empowerment influence job satisfaction among workers. METHODS: All nursing department staff were invited to complete a self-report questionnaire with no identifying information. Leadership style was measured using Bass's Multifactor Leadership Questionnaire, empowerment was measured with items from Spreitzer's Psychological Empowerment instrument, and job satisfaction was measured by Warr, Cook, and Wall's job satisfaction questionnaire. RESULTS: Both transformational and transactional leadership were positively related to job satisfaction, as was empowerment. Differences in the contributions of empowerment and leadership style in predicting job satisfaction for licensed and unlicensed workers was evident. CONCLUSION: Designing interventions that allow for the relative influence of leadership style as well as empowerment on varying classifications of nursing personnel may be a more effective strategy and have a greater effect on staff attitudes and behaviors.     

Influence of nonverbal communication and rater proximity on impressions and decisions in simulated employment interviews.

Examined the influences of nonverbal communication and different methods of assessing a job applicant. 72 female Ss saw either an immediate or nonimmediate applicant while serving as an interviewer, observer, or television observer. (Immediacy was manipulated through several nonverbal channels of communication: eye contact, smiling, posture, interpersonal distance, and body orientation.) Both observers were yoked to the interviewer. Results clearly indicate that nonverbal communication had a significant effect on interview impressions and subsequent decisions. Further, several self-report measures suggest different degrees of involvement as a function of the rater's proximity. Implications for future research and novel interviewing techniques are discussed. (15 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Managers' attitudes toward how their pay is and should be determined.

Investigated, by questionnaire, the perceptions of 563 managers toward how their pay is determined and their attitudes toward how it should be determined. The results show that in general the managers' perceptions of how their pay was determined reflected the way in which it was determined. However, the way their pay was determined did not appear to influence strongly their attitudes toward how it should be determined, although there was general agreement that merit should be the most important determinant. However, attitudes toward what factors should be important in determining pay were shown to be related to the managers' perception of their relative standing on the various factors. There was a positive correlation between how well the managers felt they compared with other managers on each factor and how important they felt the factor should be. The data also showed that there was a tendency for lack of congruence between a manager's attitudes toward how his pay should be determined and how it is determined to be associated with high dissatisfaction with pay. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Validity of job facet importance: A multinational multicriteria study.

Compared the importance of various job aspects, or facets, in predicting different criteria. Questionnaire measures were obtained from 2,376 salesmen and 6,331 repairmen of an international firm in 5 countries. Employees' ratings of facet importance were compared to facet importance defined empirically (i.e., by the correlation of facet satisfaction with various criteria). The importance of job facets, while similar among the 5 countries, varied with the criterion used. Higher order job facets were most important for predicting overall satisfaction and intent to stay with the company but were least important for predicting work tension. In multiple correlations with facet satisfactions, adding employees' nationality improved predictions only of performance ratings; adding employees' occupation improved predictions only of intent to stay. (29 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of procedure and outcome accountability on interview validity.

This study tested effects of holding interviewers accountable for either the procedure they follow to make interview judgments (procedure accountability) or the accuracy of their judgments (outcome accountability) on interview validity. Undergraduates (N=338) simulated employment interviewers in an experiment that crossed 2 levels of procedure accountability with 2 levels of outcome accountability. They watched videotapes of 60 managers answering an interview question and rated the managers on leadership potential. The dependent variable was the correlation between their interview judgments and supervisory ratings of the managers' actual leadership performance on the job. Results showed that procedure accountability increased interview validity and outcome accountability lowered it. Participants' apparent attentiveness fully mediated effects of procedure accountability on interview validity. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee self-enhancement motives and job performance behaviors: Investigating the moderating effects of employee role ambiguity and managerial perceptions of employee commitment.

This study examined the effects of employee self-enhancement motives on job performance behaviors (organizational citizenship behaviors and task performance) and the value of these behaviors to them. The authors propose that employees display job performance behaviors in part to enhance their self-image, especially when their role is not clearly defined. They further argue that the effects of these behaviors on managerial reward recommendation decisions should be stronger when managers believe the employees to be more committed. The results from a sample of 84 working students indicate that role ambiguity moderated the effects of self-enhancement motives on job performance behaviors and that managerial perceptions of an employee's commitment moderated the effects of those organizational citizenship behaviors that are aimed at other individuals on managers' reward allocation decisions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)