Abstract: Although there is growing evidence that high performance work practices (HPWPs) affect organizational performance, varying sample characteristics, research designs, practices examined, and organizational performance measures used has led extant findings to vary dramatically, making the size of the overall effect difficult to estimate. We use meta-analysis to estimate the effect size and test whether effects are larger for (a) HPWP systems versus individual practices, (b) operational versus financial performance measures, and (c) manufacturing versus service organizations. Statistical aggregation of 92 studies reveals an overall correlation that we estimate at .20. Also, the relationship is stronger when researchers examine systems of HPWPs and among manufacturers, but it appears invariant across performance measures. We use our findings as a basis to offer 4 suggestions intended to shape research practices such that future meta-analyses might answer today's emerging questions.

Abstract: The purpose of this study was to investigate conflicting findings in previous research on personality and job performance. Meta-analysis was used to (a) assess the overall validity of personality measures as predictors of job performance, (b) investigate the moderating effects of several study characteristics on personality scale validity, and (c) appraise the predictability of job performance as a function of eight distinct categories of personality content, including the “Big Five” personality factors. Based on review of 494 studies, usable results were identified for 97 independent samples (total N= 13,521). Consistent with predictions, studies using confirmatory research strategies produced a corrected mean personality scale validity (.29) that was more than twice as high as that based on studies adopting exploratory strategies (.12). An even higher mean validity (.38) was obtained based on studies using job analysis explicitly in the selection of personality measures. Validities were also found to be higher in longer tenured samples and in published articles versus dissertations. Corrected mean validities for the “Big Five” factors ranged from .16 for Extroversion to .33 for Agreeableness. Weaknesses in the reporting of validation study characteristics are noted, and recommendations for future research in this area are provided. Contrary to conclusions of certain past reviews, the present findings provide some grounds for optimism concerning the use of personality measures in employee selection.

Abstract: Research on mentorships has suffered from fragmentation of key issues; specifically, type of mentoring relationship, functions served by the mentor, and outcomes of the mentoring relationship. A field study was conducted comparing 212 proteges who were involved in informally developed mentorships, 53 proteges involved in formal mentor-ship programs, and 284 individuals who did not have mentors. Individuals in informal and formal mentorships were compared along two mentoring dimensions: psychosocial and career-related functions. All groups were compared on three outcome measures: organizational socialization, job satisfaction, and salary. Results indicated proteges in informal mentorships reported more career-related support from their mentors and higher salaries than proteges in formal mentorships. For all outcome variables, proteges in informal mentorships also reported more favorable outcomes than nonmentored individuals. However, outcomes from proteges in formal mentorships were generally not significant from the other two groups. Implications for mentorship practices and research are discussed.

Abstract: This study investigated newcomers’information acquisition about organizational contextual domains from different sources, the relationship between information acquisition and knowledge of domains, relationships between information acquisition from sources, knowledge of domains and socialization outcomes, and shifts in these processes over time. Questionnaires assessing information acquisition strategies, knowledge and socialization outcomes were completed by 151 new organizational members across a variety of organizations, after an average of 17 weeks on the job and again several months later. Results of the study indicated that newcomers differentially relied on sources to gather information, that different sources were of varying importance for gaining knowledge, and that supervisors, coworkers, task and role mastery were related to the assimilation process of new employees. Research and practical implications of these findings are discussed.

Abstract: Meta-analytic techniques were used to examine the effectiveness of Web-based instruction (WBI) relative to classroom instruction (CI) and to examine moderators of the comparative effectiveness of the 2 delivery media. The overall results indicated WBI was 6% more effective than CI for teaching declarative knowledge, the 2 delivery media were equally effective for teaching procedural knowledge, and trainees were equally satisfied with WBI and CI. However, WBI and CI were equally effective for teaching declarative knowledge when the same instructional methods were used to deliver both WBI and CI, suggesting media effects are spurious and supporting Clark's (1983, 1994) theory. Finally, WBI was 19% more effective than CI for teaching declarative knowledge when Web-based trainees were provided with control, in long courses, and when trainees practiced the training material and received feedback during training. Study limitations and directions for future research are discussed.

Abstract: Recent literature reviews have called into question the impact of recruitment activities on applicants’job choices. However, most previous findings have been based on cross-sectional ratings obtained immediately after initial screening interviews, thus raising questions about the degree to which prior conclusions are bound to that particular methodology. In contrast, the present study used longitudinal structured interviews to let job seekers explain, in their own words, how they made critical job search and choice decisions. Interview transcripts revealed that recruitment practices played a variety of roles in job seeker decisions. For example, consistent with signaling theory, subjects interpreted a wide variety of recruitment experiences (recruiter competence, sex composition of interview panels, recruitment delays) as symbolic of broader organizational characteristics. In addition, a number of “contingency” variables emerged that seemed to affect the perceived signaling value of recruitment experiences (e.g., prior knowledge of the company, functional area of the recruiter). Also notable were the strongly negative effects of recruitment delays, particularly among male students with higher grade point averages and greater job search success. Finally, our results suggest that certain applicant reactions may be systematically related to sex, work experience, grade point average, and search success. The article concludes with practical and research implications.

Abstract: This study used path analysis to test a model that posits that relevant personality traits will have both direct relationships with counterproductive work behaviors (CPBs) and indirect relationships to CPBs through the mediating effects of job satisfaction. Based on a sample (n = 141) of customer service employees, results generally supported the hypothesized model for both boss- and self-rated CPBs. Agreeableness had a direct relationship with interpersonal counterproductive work behaviors (CPB-I); Conscientiousness had a direct relationship with organizational counterproductive work behaviors (CPB-O); and, job satisfaction had a direct relationship to both CPB-I and CPB-O. In addition, job satisfaction partially mediated the relationship between Agreeableness and both CPB-O and CPB-I. Overall, results show that personality traits differentially predict CPBs and that employees’ attitudes about their jobs explain, in part, these personality‐behavior associations.

Abstract: Scholars have noted the relative lack of research on the contribution of effective staffing practices to organizational level measures of performance (Schmitt & Schneider, 1983). We collected survey data from the heads of the HRM departments of 201 organizations regarding the extent of use of five staffing practices supported by the academic literature. We also investigated whether organizations that used more of these practices had higher levels of profitability and sales growth than organizations that used fewer of them. We found a significant positive relationship between organizations’use of the five staffing practices and both annual profit and profit growth across all industries. However, the strength of the relationship between the use of the staffing practices and organizational performance was found to vary by industry type. We also found that the extent of use of the staffing practices was related to both industry type and organizational size. Our study provides some initial data on the possible positive impact of these staffing practices on organizational level outcomes.

Abstract: We note that applicant reactions to selection procedures may be of practical importance to employers because of influences on organizations’attractiveness to candidates, ethical and legal issues, and possible effects on selection procedure validity and utility. In Study 1, after reviewing sample items or brief descriptions of 14 selection tools, newly hired entry-level managers (n= 110) and recruiting/employment managers (n= 44) judged simulations, interviews, and cognitive tests with relatively concrete item-types (e.g., vocabulary, standard written English, mathematical word problems) to be significantly more job related than personality, biodata, and cognitive tests with relatively abstract item-types (e.g., quantitative comparisons, letter sets). A measure of new managers’cognitive abilities was positively correlated with their perceptions of the job relatedness of selection procedures. In Study 2, applicant reactions to a range of entry-level to professional civil service examinations (assessed immediately after tasting the exam) were positively related to (procedural and distributive) justice perceptions and willingness to recommend the employer to others (assessed one month after the exam, n= 460).

Abstract: This naturally occurring quasi-experiment examined how learning goal orientation (LGO), delivery mode (classroom vs. blended learning), and the perception of barriers and enablers related to motivation to learn and course outcomes. Study participants were 600 students enrolled in either classroom or blended learning courses. As hypothesized, learners in the blended learning condition, high in LGO, and who perceived environmental features as enablers rather than barriers had significantly higher motivation to learn. Motivation to learn, in turn, was significantly related to course outcomes (satisfaction, metacognition, and grades). The mediation hypotheses received partial support. Finally, exploratory analyses revealed 3 significant interactions between delivery mode, LGO, and perceived barriers and enablers on motivation to learn and course satisfaction.

Abstract: Safety climate has been shown to be associated with a number of important organizational outcomes. In this study, we take a broad view of safety climate—one that includes not only the development and adherence to safety protocols, but also open and constructive responses to errors—and investigate correlates within the health care industry. Drawing on a random, national sample of hospitals, the results revealed that safety climate predicted medication errors, nurse back injuries, urinary tract infections, patient satisfaction, patient perceptions of nurse responsiveness, and nurse satisfaction. As hypothesized, the relationship between safety climate and both medication errors and back injuries was moderated by the complexity of the patient conditions on the unit. Specifically, the effect of the overall safety climate of the unit was accentuated when dealing with more complex patient conditions.

Abstract: As the number of women in management roles increases and organizations place a greater emphasis on diversity, a subsequent change in perceptions of women as leader-like is expected. To test this notion, we examined gender and management stereotypes of male and female managers and students. Results reveal considerable change in male managers’ views of women over the past 30 years, as evidenced by greater congruence between their perceptions of women and successful managers and stronger endorsement of agentic and task-oriented leadership characteristics for women. Stereotypes held by male students changed less, remaining strikingly similar to stereotypes held by male managers 15 years ago. Across samples, there was general agreement in the characteristics of managers but less agreement about the characteristics of women. We also found men somewhat less likely than women to attribute successful manager characteristics to women. Respondents with positive past experiences with female managers tended to rate women higher on management characteristics. In the United States, the number of women in the managerial and professional ranks has steadily increased. According to Catalyst, a research and advisory organization committed to advancing women in business, women now hold 51% of managerial and professional specialty positions (Welle, 2004). Women also hold 51% of bachelor’s degrees and 45% of all advanced degrees (Eagly & Karau, 2002). Although these numbers are larger today than ever before, the progression of women into executive positions continues to be slow. For example, among the Fortune 500 companies, only 16% of corporate officers, 14% of board directors, 5% of top earners, and just over 1% of CEOs are women (Welle, 2004). Much research has focused on explaining the slow managerial advancement of women (e.g., Cleveland, Vescio, & Barnes-Farrell, 2005; Stroh, Brett, & Reilly, 1992), ruling out reasons such as lesser skills, education, and time out of the workforce. One plausible explanation that has not been ruled out is that women face subtle barriers in the corporate climb. In a recent survey of 120 CEOs and 705 female executives drawn from the

Abstract: The purpose of this multilevel study was to test whether regulatory focus mechanisms (promotion focus and prevention focus; Higgins, 1997, American Psychologist, 52, 1280–1300; Higgins, 2000, American Psychologist, 55, 1217–1230) can help explain how group safety climate and individual differences in Conscientiousness relate to individual productivity and safety performance. Results, based on a sample of 254 employees from 50 work groups, showed that safety climate and conscientiousness predicted promotion and prevention regulatory focus, which in turn mediated the relationships of safety climate and Conscientiousness with supervisor ratings of productivity and safety performance. Implications for theory and research on climate, motivation, and performance and avenues for future research are discussed.

Abstract: This study investigated the effect of work–family conflict on the emotions of guilt and hostility, and the implications of work–family conflict and these emotions for job satisfaction and marital satisfaction. Using experience-sampling methodology, data were collected from a sample of 75 individuals over a period of 2 weeks (producing 625 data points). Results revealed that within individuals, family-to-work conflict experienced at work, and work-to-family conflict experienced at home, were positively associated with guilt and hostility at work and at home, respectively. In addition, state hostility mediated the negative effect of work-to-family conflict at home on daily marital satisfaction. Finally, cross-level interaction effects were observed such that work–family conflict more strongly affected the emotions of those scoring high on trait guilt and trait hostility.

Abstract: We proposed a model that included individual and situational antecedents of self-efficacy development during training. Initial performance and self-efficacy levels, achievement motivation, and choice were examined as individual variables. Constraints, operationalized at both the individual and aggregate levels of analysis, were examined as situational influences. Mid-course efficacy was hypothesized to have positive linear relationships with training reactions and subsequent performance, and an interactive relationship with performance when training reactions were considered as a moderator. Survey data were gathered at two points in time from 215 students enrolled in 15 eight-week long university bowling classes. All of the hypothesized antecedents of mid-course self-efficacy were significant except aggregate and individual situational constraints, although both constraints related negatively to training reactions. Time 2 self-efficacy exhibited significant positive influences on training reactions and subsequent performance, but the hypothesized moderated relationship was not supported.

Abstract: On account of a number of factors, many companies have increased recruitment targeting female and ethnic or racial minority job applicants. Despite evidence suggesting that these applicants are attracted by different factors than traditional applicants and an abundance of recruitment tactics suggested in the popular press, no empirically based approach to recruiting these populations has emerged. This article reviews and integrates literature on organizational impression management, recruitment, marketing, and social psychology and provides a framework to assist practitioners in attracting minority and female job applicants. In addition, several avenues for future research are discussed.

Abstract: The roles of general ability (g) and specific abilities (s1…sg) were investigated in prediction of job-training-school grades. Subjects were 78,041 Air Force enlistees in 82 jobs. General ability and specific abilities were defined by scores on the first and subsequent unrotated principal components of the enlistment selection and classification test, the Armed Services Vocational Aptitude Battery. Linear models analyses revealed that s1…s9 added little to the prediction afforded by g. It was also determined that a common prediction equation for all jobs was almost as predictive as an equation for each job.

Abstract: A field experiment of 68 full-time employees studied the effects of performance feedback and cognitive playfulness (that is, cognitive spontaneity in human-computer interactions) on microcomputer training performance. In addition, this research examined the impacts of performance feedback and cognitive playfulness on software efficacy perceptions and on a variety of affective outcomes, including satisfaction with feedback, satisfaction with training, and positive mood. The findings suggest that positive feedback generally results in higher test performance and more positive affective outcomes, than does negative feedback. Similarly, employees higher in cognitive playfulness demonstrated higher test performance and more positive affective outcomes than those lower in cognitive playfulness. Finally, a significant feedback × playfulness interaction on test performance was found. Specifically, employees lower in cognitive playfulness benefited more from the positive feedback than did those higher in cognitive playfulness. Implications for practice and future research are discussed.

Abstract: Although coaching can facilitate employee development and performance, the stark reality is that managers often differ substantially in their inclination to coach their subordinates. To address this issue, we draw from and build upon a body of social psychology research that finds that implicit person theories (IPTs) about the malleability of personal attributes (e.g., personality and ability) affect one's willingness to help others. Specifically, individuals holding an “entity theory” that human attributes are innate and unalterable are disinclined to invest in helping others to develop and improve, relative to individuals who hold the “incremental theory” that personal attributes can be developed. Three studies examined how managers' IPTs influence the extent of their employee coaching. First, a longitudinal field study found that managers' IPTs predicted employee evaluations of their subsequent employee coaching. This finding was replicated in a second field study. Third, an experimental study found that using self-persuasion principles to induce incremental IPTs increased entity theorist managers' willingness to coach a poor performing employee, as well as the quantity and quality of their performance improvement suggestions.

Abstract: This study examined the construct validity of personality scales, a personality-based integrity test, and homogenous biodata scales as reflected in their ability to discriminate white collar criminals from other white collar employees. The sample included 365 prison inmates incarcerated in 23 federal correctional institutions for white collar offenses, and 344 individuals employed in upper-level positions of authority. A cross-validated linear discriminant function (DF) based on 16 variables selected in the developmental sample produced a large difference (1.83 standard deviation units) between the two sample groups. The pattern of score differences revealed the offenders as having greater tendencies toward irresponsibility, lack of dependability, and disregard of rules and social norms. This study indicates that there are large and measurable psychological differences between white collar offenders and nonoffenders, and that the major construct underlying these differences is “social conscientiousness.” The best measure of this difference was a personality-based integrity test.

Abstract: Formal mentoring programs continue to gain popularity within organizations despite limited empirical research regarding how these programs should be designed to achieve maximum effectiveness. This study examined design features of formal mentoring programs and perceived program effectiveness from both mentor and protege perspectives. Mentor commitment and program understanding were examined as mediators. Substantial support for the proposed path analytic model was found. These results help begin to bridge the gap between science and practice concerning the design of formal mentoring programs.

Abstract: In recent years, many organizations have attempted to pursue continuous improvement through team-based employee involvement programs (EIPs). As a result, increased practical emphasis has been placed on how to design and administer EIPs, though empirical work has been slow to emerge. In the present research, a pilot study of 68 EIP administrators was used to identify those design and administrative variables thought to be associated with EIP effectiveness. Data were then collected from 72 EIP teams in two organizations and associated with participant and supervisory assessments of EIP effectiveness. Results suggest that the significant predictors of team effectiveness were the degree of openness of a team's information access structure, the degree of heterogeneity in the job functions performed by team members, and the team's size. Implications for EIP research and practice are discussed.

Abstract: As the Internet has become more accessible to individuals and organizations, the use of computerized testing has become more feasible. Computerized testing has brought with it a demand for unproctored testing that allows test takers to take employment tests at times and places convenient to them. However despite the advantages of costs and convenience, unproctored Internet testing (UIT) introduces a number of issues, many of which have not yet been resolved. These problems range from hardware and software issues to concerns about the security of the test content, the identity of candidates, and cheating. This article explores the pros and cons of unproctored, Internet testing. Six panelists share their opinions and experiences regarding issues around UIT and offer suggestions for appropriate use and future research.

Abstract: This study examines measures of agreement between subordinate and self-ratings of leadership and boss/subordinate relationships in an upward feedback process conducted in a large department. Ratings were provided for 86 target managers from an average of six subordinates per manager. Individual characteristics of the target manager (sex and age) and organizational characteristics of the work unit (the target manager's organizational level and organizational unit, line or staff) were examined as correlates of agreement. Profile agreement (the correlation between self-ratings and the average subordinates’ratings across 48 items) was higher for female than male target managers, and was higher in line than staff units. Also, profile agreement increased over time for the 39 target managers rated one year later. Other findings indicated psychometric properties of upward feedback data. For instance, profile agreement was positively related to the number of subordinates in the work group. The discussion focuses on the need for research on variables that influence the reliability and usefulness of upward feedback data.

Abstract: This study compared four criteria–two objective (production quantity and production quality) and two subjective (supervisor and self-ratings)–for their predictability in a criterion-related validity study. Results from this sample of 212 maintenance, mechanic, and field service workers replicated previous meta-analytic results with clerical workers (Nathan & Alexander, 1988); supervisor ratings and objective productivity indices provided similar and significant validity coefficients with a unit-weighted composite of five cognitive ability tests. The objective quality index and employee self-ratings resulted in near zero correlations with the same predictor battery. Additional productivity and quality objective criterion data were available for 2 years since the original validation study; no change in validity was found.

Abstract: To alleviate the negative effects of workplace unfairness and resulting conflict, organizations can take remedial action to atone for a perceived injustice. We argue that the effectiveness of organizational remedies may depend on the match between type of injustice perceived and type of remedy offered. Specifically, based on the multiple needs model of justice (Cropanzano, Byrne, Bobocel, & Rupp, 2001), we expect procedural injustice to be particularly associated with preference for instrumental remedies that address the need for control. On the other hand, interactional injustice should be particularly associated with preference for punitive remedies that address the need for meaning. Confirming this hypothesis, a field study involving recently terminated employees found that procedural injustice was positively associated with preference for an instrumental remedy (monetary compensation) and interactional injustice was positively associated with preference for a punitive remedy (disciplinary action against those involved in the termination). Further supporting the hypothesis, a laboratory experiment manipulating the unfairness of performance feedback found greater preference for an instrumental remedy relative to a punitive remedy following a procedural injustice than following an interactional injustice. In discussing these results, we present a taxonomy of organizational remedies as they relate to the multiple needs model of justice. Practical implications are discussed.

Abstract: The INDCOL measure of individualism and collectivism (Singelis et al., 1995) has been used increasingly to test complex cross-cultural hypotheses. However, sample differences in translation, culture, organization, and response context might threaten the validity of cross-cultural inferences. We systematically explored the robustness of the INDCOL, for various statistical uses, in the face of those 4 threats. An analysis of measurement equivalence using multigroup mean and covariance structure analysis compared samples of INDCOL data from the United States, Singapore, and Korea. The INDCOL was robust with regard to the interpretability of correlations, whereas differences in culture and translation pose an important potential threat to the interpretability of mean-level analyses. Recommendations regarding the interpretation of the INDCOL and issues in the analysis of measurement equivalence in cross-cultural research are discussed.

Abstract: The common practice in meta-analyses and in individual studies of correcting for direct range restriction even though range restriction is actually indirect has long been known to lead to undercorrection, but this error has been assumed to be small. Using validity generalization data sets for 4 jobs, this study calibrated this error by comparing meta-analysis results based on corrections for direct range restriction with the more accurate results from a recently developed method of correcting for indirect range restriction. It was found that, on average, correction for direct range restriction resulted in substantial underestimation of operational validities for both job performance measures (21%) and training performance measures (28%). In addition, 90% credibility values were on average underestimated by 38%–40%. In addition to the implications for personnel selection, these findings suggest that similar underestimation of important relationships has occurred in other areas of research, with potential implications for theory development.

Abstract: Redesigning jobs from a traditional workgroup structure to a semi-autonomous team structure has become increasingly popular, but the impact of such redesigns on employee effectiveness criteria has been mixed. The present longitudinal quasi-experimental study showed that although such a redesign had positive effects on 3 performance behaviors (effort, skill usage, and problem solving), its effectiveness also depended on aspects of the organizational context. In conditions where the organizational reward and feedback and information systems were effective, redesigning work into a semi-autonomous team structure had no discernible effect on performance behaviors. In conditions where these systems were poor, however, such a redesign produced large positive benefits. This suggests that work redesigns that enhance worker autonomy are most effective in contexts where other supportive management systems are absent.