Evidence for situational specificity of personality-job performance relations calls for better understanding of how personality is expressed as valued work behavior. On the basis of an interactionist principle of trait activation (R. P. Tett & H. A. Guterman, 2000), a model is proposed that distinguishes among 5 situational features relevant to trait expression (job demands, distracters, constraints, releasers, and facilitators), operating at task, social, and organizational levels. Trait-expressive work behavior is distinguished from (valued) job performance in clarifying the conditions favoring personality use in selection efforts. The model frames linkages between situational taxonomies (e.g., J. L. Holland's [1985] RIASEC model) and the Big Five and promotes useful discussion of critical issues, including situational specificity, personality-oriented job analysis, team building, and work motivation.

A personality trait-based interactionist model of job performance.

In 1987, B. Schneider proposed a person-oriented model of organizational behavior based on the proposition that it is the collective characteristics of people who define an organization. He further proposed that, over time, organizations become defined by the persons in them as a natural outcome of an attraction-selection-attrition (ASA) cycle. We provide a brief overview of the ASA cycle and review literature relevant to two facets of the theory. The literature reviewed provides some indirect support for the proposal that founders and the members of top management have long-term effects on organizations through the ASA cycle. The literature reviewed provides both indirect and direct evidence supporting a central proposition of ASA theory–that organizations over time become relatively homogeneous with regard to the kinds of people in them. Suggestions for future research on ASA are presented.

The ASA framework: An update.

How do people monitor their knowledge during acquisition? A cue-utilization approach to judgments of learning (JOLs) is outlined, distinguishing 3 types of cues for JOLs: intrinsic, extrinsic, and mnemonic. In 4 experiments using paired-associates learning, item difficulty (intrinsic) exerted similar effects of JOLs and recall. In contrast, the extrinsic factors of list repetition, item repetition within a list, and stimulus duration affected JOLs less strongly than recall, supporting the proposition that extrinsic factors are discounted in making JOLs. Although practice impaired calibration, increasing underconfidence, it did improve resolution (i.e., the recall-JOL correlation). This improvement was seen to reflect a shift in the basis of JOLs with practice, from reliance on intrinsic factors, towards greater reliance on mnemonic-based heuristics.

Monitoring one's own knowledge during study : A cue-utilization approach to judgments of learning

Situation Trait Relevance, Trait Expression, and Cross-Situational Consistency: Testing a Principle of Trait Activation

When people are allowed freedom to volunteer or withhold information, they can enhance the accuracy of their memory reports substantially relative to forced-report performance. A theoretical framework addressing the strategic regulation of memory reporting is put forward that delineates the mediating role of metamemorial monitoring and control processes. Although the enhancement of memory accuracy is generally accompanied by a reduction in memory quantity, experimental and simulation results indicate that both of these effects depend critically on (a) accuracy incentive and (b) monitoring effectiveness. The results are discussed with regard to the contribution of meta-memory processes to memory performance, and a general methodology is proposed that incorporates these processes into the assessment of memory-accuracy and memory-quantity performance.

Monitoring and control processes in the strategic regulation of memory accuracy

WHAT'S REALLY HAPPENING? The Numbers Game. The New Vocabulary. Deals Old and New. It's Not Fair. WHY IS IT HAPPENING? Global Trends. UK Limited. Friends, Fads and Fixes. Blood, Toil, Sweat and Tears--For What? THE REAL IMPACT. It Can't Happen to Me. Fairness and Respect. Power and Identity. The Business Suffers. THE NEW SURVIVAL STRATEGY. The Management of Restructuring. Different Needs, Different Deals. Different Deals, Different Difficulties. Institutions and New Contracts. ORGANIZATIONAL CONTRACTING. Getting the Data. Doing the Deal. Checking Up. Renegotiate or Exit. INDIVIDUAL CONTRACTING. Finding Out. Getting a Good Deal. Keeping an Eye. Get a New Deal or Get Out. Postscript. Index.

New Deals: The Revolution in Managerial Careers

/pdf/facilitating-new-deals-10xd1lnr8m.pdf

Facilitating new deals

PART ONE: DIVERSE PEOPLE Diversity as Strength The General Managers Flexible Frameworks The Professionals Opening Up the Club The Experienced Manager Information Workers The Organizational Hub So What About the Operatives? PART TWO: JOINT PRACTICE Teams Old Myths and a New Model Achieving Motivation and Momentum Setting Agendas, Getting Ideas Managing the Boundaries Evaluating Progress and Other Outcomes PART THREE: LEARNING PROCESS Frameworks, Roles and Organizing Innovating and Learning Information Technology and the Knowledge Process Developing People for Knowing Beyond Developing Practice and Process for Knowing Beyond

Competitive Advantage Through Diversity: Organizational Learning from Difference

Two experiments investigated the effects of employers' brochures and selection interviews upon the intentions of students. It was found that some brochures increased the intentions of engineering students to apply to the organization they represented; and that interviews decreased students' intentions to accept jobs if offered them. These effects could not be attributed to changes in the mediating variables of decision theory. The effect of interviews, however, was related to the extent to which students' expectations of the interview were proved incorrect by their experience of it.

Organizational choice and decision theory: Effects of employers' literature and selection interview

Competitive advantage through diversity

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