Open Access. Powered by Scholars. Published by Universities.®
- Keyword
-
- Personality (2)
- Attribution theory (1)
- Business (1)
- Cognitive ability (1)
- Computer-mediated communication (1)
-
- Deception detection (1)
- Decision aids (1)
- Discounting principle (1)
- Employee selection (1)
- Employment interviews (1)
- Evidence-based decision making (1)
- Extroversion (1)
- Human resources (1)
- Impression management (1)
- Introversion (1)
- Job Analysis (1)
- Job performance (1)
- Job satisfaction (1)
- Management (1)
- Meta-analysis (1)
- Motivation (1)
- Personality Items (1)
- Psychology (1)
- Technological unemployment (1)
- Technology mediation (1)
- Trust (1)
- Publication Type
Articles 1 - 5 of 5
Full-Text Articles in Business
A Public-Domain Personality Item Bank For Use With The Raymark, Schmit, And Guion (1997) Pprf, Scott Highhouse, Michael J. Zickar, Margaret E. Brooks, Charlie L. Reeve, Shreya T. Sarkar-Barney, Robert M. Guion
A Public-Domain Personality Item Bank For Use With The Raymark, Schmit, And Guion (1997) Pprf, Scott Highhouse, Michael J. Zickar, Margaret E. Brooks, Charlie L. Reeve, Shreya T. Sarkar-Barney, Robert M. Guion
Personnel Assessment and Decisions
Presented is the development of a repository of work-related personality items that may be used to assess job-related traits identified by the Personality-Related Position Requirements Form (PPRF: Raymark, Schmit, & Guion, 1997). Analyses of the item pool administered to a sample (n = 412) of trade apprentices showed evidence to support the12 work-related Big 5 sub-dimensions identified by the PPRF. A smaller validity study (n = 47) suggested that personality dimensions identified as job-related by the PPRF were related to important job-related outcomes.
Threat Of Technological Unemployment: Are Hiring Managers Discounted For Using Standardized Employee Selection Practices?, Kevin P. Nolan, Nathan T. Carter, Dev K. Dalal
Threat Of Technological Unemployment: Are Hiring Managers Discounted For Using Standardized Employee Selection Practices?, Kevin P. Nolan, Nathan T. Carter, Dev K. Dalal
Personnel Assessment and Decisions
Two studies were conducted to examine the tenability of Meehl’s (1986) “threat of technological unemployment” explanation for why practitioners of employee selection resist using standardized decision-making practices. The results of Study 1 support the existence of this threat by demonstrating that practitioners received less credit for the outcomes of employment decisions when structured rather than unstructured interviews were used to evaluate candidates and analytical rather than holistic data combination was used to determine candidates’ overall evaluations. The results of Study 2 support the influence of this threat on employee selection by demonstrating that practitioners recognized the effects using the standardized …
Technology In The Employment Interview: A Meta-Analysis And Future Research Agenda, Nikki Blacksmith, Jon C. Willford, Tara S. Behrend
Technology In The Employment Interview: A Meta-Analysis And Future Research Agenda, Nikki Blacksmith, Jon C. Willford, Tara S. Behrend
Personnel Assessment and Decisions
The use of technology such as telephone and video has become common when conducting employment interviews. However, little is known about how technology affects applicant reactions and interviewer ratings. We conducted meta-analyses of twelve studies that resulted in K=13 unique samples and N=1,557. Mean effect sizes for interview medium on ratings (d=-.41) and reactions (d=-.36) were moderate and negative, suggesting that interviewer ratings and applicant reactions are lower in technology-mediated interviews. Generalizing research findings from face-to-face interviews to technology-mediated interviews is inappropriate. Organizations should be especially wary of varying interview mode across applicants, as …
Individual Differences Predicting Impression Management Detection In Job Interviews, Nicolas Roulin
Individual Differences Predicting Impression Management Detection In Job Interviews, Nicolas Roulin
Personnel Assessment and Decisions
Applicant impression management (IM), and especially its deceptive side (i.e., faking), has been described as a potential threat to the validity of employment interviews. This threat was confirmed by evidence of interviewers’ inability to detect (deceptive) IM tactics. Previous studies suggested that some interviewers could be better IM detectors than others, but did not examine the reasons explaining higher abilities. Building on interpersonal deception theory, this study explores individual differences in cognitions (i.e., cognitive ability) and social sensitivity (associated with generalized trust and honesty) as predictors of IM detection abilities. Results of a study with 250 individuals suggest that these …
Educating Managers On How To Manage Introverted Vs. Extroverted Employees, Madison Hays
Educating Managers On How To Manage Introverted Vs. Extroverted Employees, Madison Hays
Honors Projects
While personality types are a popular topic in society today, many don't really understand what they mean and what implications they can have. This project combines the disciplines of both management and psychology, seeking to educate managers on how the two personality traits of introversion and extroversion can impact their ability to effectively manage employees in the workplace. It is presented in the form of a blog, each post identifying and answering an anticipated question that a manager would have while integrating personality considerations into their job practices. Also included are reviews on popular non-fiction books that are recommended for …