Industrial and Organizational Psychology Commons^™

Creative Occupations And The Precipitating Factors Of Burnout, Natasha E. Koval

Honors Projects

Creativity is an intrinsic part of the human life; however, it is one of the most challenging concepts to be understood. In this paper, I am examining occupations driven by creativity, their economic significance, and how sustainable these occupations are for the creative employees. I will be particularly looking at burnout and its precipitating factors as a way to understand the wellness of the creative workforce. Creative occupations, if fostered properly, can lead to job growth, increased income, and potential for investment in vulnerable communities. This makes them valuable resources for urban economic development goals. Literature suggests that there is …

Frontline Job Redesign Louisiana - Site Overview, Quality Improvement Center For Workforce Development

Other QIC-WD Products

The Louisiana Child Welfare Division (CWD) of the Department of Child and Family Services (DCFS) is a state-administered child welfare system. In 2016, the Secretary of DCFS separated child welfare from economic security and child support enforcement, creating CWD. CWD is organized into a state office and three regional “super areas” composed of three regions each. (The super areas consist of regions 1, 3 and 4; regions 2, 5 and 6; and regions 7, 8 and 9.) Though Louisiana has 64 parishes statewide there are only 48 parish/local CWD offices in the nine regions due to small size of some …

Onboarding Program Eastern Band Of Cherokee Indians - Site Overview, Quality Improvement Center For Workforce Development

Other QIC-WD Products

The federally-recognized Eastern Band of Cherokee Indians (EBCI) administers the Division of Public Health and Human Services (PHHS), a multi-service agency. PHHS is led by a Secretary who reports directly to the Tribe’s governing Council. PHHS consists of two Departments, each led by a Director. The Tribe’s child welfare agency is the Family Safety Program (FSP), and it sits within the PHHS Department of Human Services under the leadership of a Manager. Human Resources is a separate tribal division and is directed by a Secretary who is appointed by the Chief. Individual programs have discretion of hiring and manage the …

Supportive Supervision And Resiliency Ohio - Site Overview, Quality Improvement Center For Workforce Development

Other QIC-WD Products

The Ohio Department of Job and Family Services (ODJFS), through the Office of Families and Children (OFC), is responsible for Ohio’s state-supervised, countyadministered child welfare system. Ohio’s 83 singlecounty agencies and two multi-county agencies are responsible for the delivery of child protective services and ongoing case management in Ohio’s 88 counties. Sixty-three agencies are housed in a county ODJFS department, overseen by county commissioners, and 22 children services boards are stand-alone child welfare agencies overseen by citizens appointed by county commissioners. OFC is responsible for state-level administration and oversight of programs that prevent child abuse and neglect; provide services to …

Addressing Work-Related Traumatic Stress Nebraska - Site Overview, Quality Improvement Center For Workforce Development

Other QIC-WD Products

The Nebraska Department of Health and Human Services (DHHS) is a multi-service agency led by a Chief Executive Officer (CEO), who is appointed by the Governor. The CEO oversees six divisions including the Division of Children and Family Services (DCFS), which is the state’s child welfare agency. The divisions are supported by centralized operations that include Human Resources (HR) & Development. HR has at least one individual with a strong working knowledge of DCFS operations and who is specifically assigned to provide support solely to DCFS.

DCFS is a state-administered system organized into five geographic regions: Western Service Area (WSA), …

Competency-Based Personnel Selection Oklahoma - Site Overview, Quality Improvement Center For Workforce Development

Other QIC-WD Products

The Child Welfare Services division of Oklahoma Human Services (OKDHS) is a state-administered child welfare agency. The OKDHS divisions are supported by centralized operations including Human Resource Management (HRM). A small team of human resources professionals within Child Welfare Services work closely with HRM to support Child Welfare Services’ personnel needs.

The executive team of Child Welfare Services includes the director and deputy directors (who lead teams of district directors, field administrators, and program administrators). The agency is divided into five field regions serving 27 districts and 77 counties. At least one district director leads each district. The district directors …

How Can Child Welfare Agencies Leverage Data To Address Important Workforce Questions?, Quality Improvement Center For Workforce Development

QIC-Tips

Child welfare agencies experience workforce turnover (14-20% annually) that can be costly and result in poorer outcomes for children and families. Although turnover is often acknowledged as a significant problem, it is not one that is easily understood or addressed. The following tips and strategies being implemented by jurisdictions working with the QIC-WD may be helpful for child welfare administrators, legislators, and other policymakers seeking to utilize agency data to answer pertinent child welfare workforce questions.

• Understand what data is collected and stored, and where. Oftentimes, there are multiple systems used by agencies during the employee lifecycle that may contain …

How Can Public Child Welfare Agencies Get And Keep A Great Workforce?, Quality Improvement Center For Workforce Development

QIC-Tips

Public child welfare agencies continue to face complex challenges including high workforce turnover. An examination of federal data found that, from 2003 to 2015, states experienced 14-22% annual turnover rates, with caseworkers staying on the job for an average of 1.8 years. Such turnover increases workloads for remaining workers and negatively impacts children and families. The QIC-WD is working with eight jurisdictions to better understand turnover and test interventions to improve workforce retention. The following tips were compiled based on the experience of QIC-WD sites. They are intended to help child welfare administrators, state legislators, or other local policymakers consider …

Work Attitudes Of Filipino Employees During The Covid-19 Crisis, Jaimee Felice Caringal-Go, Reniel B. Tiu, Mendiola Teng-Calleja

Psychology Department Faculty Publications

The purpose of this study is to explore attitudes of Filipino employees toward work during the COVID-19 crisis. Data was collected through an online survey distributed to workers in the Philippines, and qualitative responses from 106 participants were subjected to thematic analysis. Several themes that reflect favorable and unfavorable attitudes toward job and work tasks, work arrangements, employers, as well as work-life balance, health, and sustainability emerged from the data. These themes were described using the tripartite (or affect-behavior-cognition) model of attitudes. Results of the study emphasize the importance of context in shaping employee attitudes, and suggest different ways organizations …

Impact Of Warnings On Gamified Personality Assessments, Sabrina Yu

Student Theses and Dissertations

Over the past several years, there has been a growing interest in using gamified and game-based assessments to measure individual differences (e.g., cognitive ability, personality) in both research and selection contexts. This interest, in part, stems from the research showing that gamified assessments are associated with more positive candidate reactions to selection processes and the potential to mitigate faking on personality assessments. To date, little research has examined the impact of gamification on faking overall and little research has combined gamification with a more traditional method of mitigating faking on personality assessments such as warnings. The purpose of this study …

Ethical Ai Leadership, Diana Wolfe, Mintay Misgano, Justin Wang

School of Psychology, Family, and Community Research Conference

The present theoretical framework evaluated the literature on artificial intelligence (AI) ethical frameworks and assembled leadership guidelines for facilitating ethical AI practices. The recommended leadership behaviors are in alignment with the ethical pillars of transparency, non-maleficence, justice, and privacy. Leaders foster ethical AI utilization in organizations by sharing appropriate information, protecting others from harm, creating fairness, and respecting confidentiality. Given the increased implementation of AI in organizations, more research is needed to understand the impacts of leader behaviors on ethical AI practices.

Intersectionality And The Church, Pivot Nw Research

Blog

No abstract provided.

Making A Safe Space For Young Adults, Pivot Nw Research

Blog

No abstract provided.

From Managing Nurses To Serving Nurses: The Case For Transfusing Nursing Management With Servant Leadership During The Global Covid-19 Pandemic, William P. Jimenez, Seterra D. Burleson, Matthew J. Haugh

Psychology Faculty Publications

No abstract provided.

Video Feedback, Megan Paul

Umbrella Summaries

What is video feedback?

Video feedback refers here to a training method that involves giving learners feedback on their skills using a video recording of their behavior in a real or simulated environment. Though video feedback is used in a variety of settings (e.g., athletic, parenting, or surgical training), the focus here is on skill development among professionals that engage in interpersonal interactions (e.g., teachers, social workers, nurses; Fukkink et al., 2011). Targeted skills may be broad (e.g., empathy, nervousness, active listening) or narrow (body posture, eye contact, gestures, use of open questions). The process typically involves recording learners as …

Job Seekers’ Impression Management On Facebook: Scale Development, Antecedents, And Outcomes, Vanessa Myers, Jennifer P. B. Price, Nicolas Roulin, Alexandra Duval, Shayda Sobhani

Personnel Assessment and Decisions

Many organizations rely on social media like Facebook as a screening or selection tool; however, research still largely lags behind practice. For instance, little is known about how individuals are strategically utilizing their Facebook profile while applying for jobs. This research examines job seekers’ impression management (IM) tactics on Facebook, personality traits associated with IM use, and associations between IM and job-search outcomes. Results from two complementary studies demonstrate that job seekers engage in three main Facebook IM tactics: defensive, assertive deceptive, and assertive honest IM. Job seekers lower in Honesty–Humility use more Facebook IM tactics, whereas those higher in …

“If Others Are Honest, I Will Be Too”: Effects Of Social Norms On Willingness To Fake During Employment Interviews, Samantha Sinclair, Jens Agerström

Personnel Assessment and Decisions

Applicant faking in employment interviews is a pressing concern for organizations. It has previously been suggested that subjective norms may be an important antecedent of faking, but experimental studies are lacking. We report a preregistered experiment (N = 307) where effects of conveying descriptive social norms (information about what most applicants do) on self-reported willingness to fake were examined. Although we observed no difference between the faking norm condition and the control condition, in which no norm was signaled, participants in the honesty norm condition reported lower willingness to fake compared to those in both the faking norm condition …

The Effect Of Organizational Culture On Faking In The Job Interview, Damian Canagasuriam, Nicolas Roulin

Personnel Assessment and Decisions

Deceptive impression management (i.e., faking) may alter interviewers’ perceptions of applicants’ qualifications and, consequently, decrease the predictive validity of the job interview. In examining faking antecedents, research has given little attention to situational variables. Using a between-subjects experiment, this research addressed that gap by examining whether organizational culture impacted both the extent to which applicants faked and the manner in which they faked during a job interview. Analyses of variance revealed that organizational culture did not affect the extent to which applicants faked. However, when taking into account applicants’ perceptions of the ideal candidate, organizational culture was found to indirectly …

Liar, Liar, Pants On Fire: How Verbal Deception Cues Signal Deceptive Versus Honest Impression Management And Influence Interview Ratings, Lenke Roth, Ute-Christine Klehe, Gloria Willhardt

Personnel Assessment and Decisions

Impression management (IM), especially deceptive IM (faking), is a cause for concern in selection interviews. The current study combines findings on lie detection with signaling theory to address how candidates’ deceptive versus honest IM shows in verbal deception cues, which then relate to interview ratings of candidates’ interview performance. After completing a structured interview rated by two trained interviewers, 182 candidates reported their deceptive and honest IM. Verbal deception cues (plausibility, verbal uncertainty) were coded from video recordings. Results supported the hypotheses: Deceptive IM directly raised interviewer ratings (intended positive signal) but lowered the responses’ plausibility and enhanced verbal uncertainties …

Unintended Consequences Of Interview Faking: Impact On Perceived Fit And Affective Outcomes, Brooke D. Charbonneau, Deborah M. Powell, Jeffrey R. Spence, Sean T. Lyons

Personnel Assessment and Decisions

Drawing on signalling theory, we propose that use of deceptive impression management (IM) in the employment interview could produce false signals, and individuals hired based on such signals may incur consequences once they are on the job—such as poor perceived fit. We surveyed job applicants who recently interviewed and received a job to investigate the relationship between use of deceptive IM in the interview and subsequent perceived personjob and person-organization fit, stress, well-being, and employee engagement. In a twophase study, 206 job applicants self-reported their use of deceptive IM in their interviews at Time 1, and their perceived person–job and …

Identifying Faking On Forced-Choice Personality Items Using Mouse Tracking, Irina Kuzmich, Charles Scherbaum

Personnel Assessment and Decisions

This research utilizes mouse tracking as a potential behavioral method to examine cognitive processes underlying faking on forced-choice personality inventories. Mouse tracking is a method from social categorization research that captures a variety of metrics related to motor movements, which are linked to cognitive processing. To explore the utility of this method, we examined differences in the mouse tracking metrics of those instructed to respond honestly or to fake. Our findings show that there is a distinguishable difference in the behavioral response of those who are faking when responding to pairs of personality descriptors presented in a forced-choice format compared …

A New Investigation Of Fake Resistance Of A Multidimensional Forced-Choice Measure: An Application Of Differential Item/Test Functioning, Philseok Lee, Seang-Hwane Joo

Personnel Assessment and Decisions

To address faking issues associated with Likert-type personality measures, multidimensional forced-choice (MFC) measures have recently come to light as important components of personnel assessment systems. Despite various efforts to investigate the fake resistance of MFC measures, previous research has mainly focused on the scale mean differences between honest and faking conditions. Given the recent psychometric advancements in MFC measures (e.g., Brown & Maydeu-Olivares, 2011; Stark et al., 2005; Lee et al., 2019; Joo et al., 2019), there is a need to investigate the fake resistance of MFC measures through a new methodological lens. This research investigates the fake resistance of …

Applicant Faking On Personality Tests: Good Or Bad And Why Should We Care?, Robert P. Tett, Daniel V. Simonet

Personnel Assessment and Decisions

The unitarian understanding of construct validity holds that deliberate response distortion in completing self-report personality tests (i.e., faking) threatens trait-based inferences drawn from test scores. This “faking-is-bad” (FIB) perspective is being challenged by an emerging “faking-is-good” (FIG) position that condones or favors faking and its underlying attributes (e.g., social skill, ATIC) to the degree they contribute to predictor–criterion correlations and are job relevant. Based on the unitarian model of validity and relevant empirical evidence, we argue the FIG perspective is psychometrically flawed and counterproductive to personality-based selection targeting trait-based fit. Carrying forward both positions leads to variously dark futures for …

Faking And The Validity Of Personality Tests: An Experimental Investigation Using Modern Forced Choice Measures, Christopher R. Huber, Nathan R. Kuncel, Katie B. Huber, Anthony S. Boyce

Personnel Assessment and Decisions

Despite the established validity of personality measures for personnel selection, their susceptibility to faking has been a persistent concern. However, the lack of studies that combine generalizability with experimental control makes it difficult to determine the effects of applicant faking. This study addressed this deficit in two ways. First, we compared a subtle incentive to fake with the explicit “fake-good” instructions used in most faking experiments. Second, we compared standard Likert scales to multidimensional forced choice (MFC) scales designed to resist deception, including more and less fakable versions of the same MFC inventory. MFC scales substantially reduced motivated score elevation …

Put Your Best Foot Forward: Introduction To The Special Issue On Understanding Effects Of Impression Management On Assessment Outcomes, Chet Robie, Neil D. Christiansen

Personnel Assessment and Decisions

No abstract provided.

Thinking About Thinking About Work: A Meta-Analysis Of Off-Job Positive And Negative Work-Related Thoughts, William P. Jimenez, Xiaoxiao Hu, Xiaohong (Violet) Xu

Psychology Faculty Publications

Work is frequently on the minds of employees—even during evenings, weekends, and vacations. The present study is the first comprehensive meta-analysis of off-job work-related thoughts (WRTs; i.e., thoughts employees have about work when they are not at work). We were particularly interested in comparing off-job positive and negative work-related thoughts (PWRTs and NWRTs; i.e., thoughts about positive/negative work experiences or characteristics) to each other and other off-job WRT constructs, which we integrated into a typology. We coded 520 effect sizes from 171 independent samples (N = 58,682) and conducted a random-effects, individual-correction meta-analysis. We found that PWRTs and NWRTs …

Undergraduate Students’ Perceptions Of Mentorship In Relation To Future Leadership Opportunities At An Evangelical Christian University, Constance Schneider

Senior Honors Theses

Mentoring relationships have been shown to be a catalyst for leadership development. They serve an important role in the lives of students in preparing them for academic success, career advancement, and future leadership opportunities. However, at Christian institutions of higher learning, there is a tendency for male faculty to vastly outnumber female faculty and administrators. For the purposes of understanding how students view mentoring relationships, student perceptions of mentorship and future leadership emergence were measured at a large Evangelical Christian university. A survey was distributed to student Residential Assistants and results were analyzed in order to determine if there was …

After-Action Reviews, Megan Paul

Umbrella Summaries

What are after-action reviews?

An after-action review (AAR) is “a systematic technique that turns a recent event into a learning opportunity through a combination of task feedback, reflection, and discussion” (Keiser & Arthur, 2020, p. 2). The process has been used in various fields, leading to a variety of labels, including after-event review, debrief, guided team self-correction, and reflexivity (e.g., Chen et al., 2018; Couper et al., 2013; Ellis & Davidi, 2005; Smith-Jentsch et al., 2008). Note that though the term “debrief” is sometimes used, AARs are distinct from debriefing sessions that are intended to help individuals process stressful or …

The Effects Of At-Home Remote Work Environments On Human Cognitive Performance And Work Task Performance Based On Current Societal Conditions, Angela Arias

Doctoral Dissertations and Master's Theses

Home-based remote work systems present a unique set of cognitive performance and work task performance challenges to employees without remote work experience. The COVID-19 pandemic forced companies into transforming their work system structures, and their employee roles, without the preparation or education of the dynamics that surround home-based remote work systems. This thesis benefits the Human Factors community by investigating the effects of at-home remote-based work environments on cognitive performance, and work task performance, of employees who currently work remotely from home. A multimethod approach was employed to carry out this research. A survey was administered to home-based remote employees, …

Workforce Analyses Using Combined Human Resources And Child Welfare Data, Quality Improvement Center For Workforce Development

Workforce Analytics Resources

When conducting workforce analyses, it can be valuable to capitalize on data from both human resources (HR) databases and child welfare (CW) information systems. Each can be useful on their own, but additional information can be learned when the two types of data are connected. There are two primary uses of combined HR and CW data:

1. CW data can serve as objective measures of employee job performance, which is one of the most important workforce outcomes to measure, particularly when examining the effectiveness of various workforce decisions and practices.
2. CW data can provide useful contextual information for studying workforce outcomes. …