The Journal of applied psychology
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The present study examined the effect of applicant influence-tactic use on recruiter perceptions of fit. Two tactics, ingratiation and self-promotion, were expected to have positive effects on recruiter perceptions of fit and on recruiter hiring recommendations. In addition, the authors expected recruiter fit perceptions to mediate the relationship between applicant influence tactics and recruiter hiring recommendations. ⋯ In addition, perceived fit mediated the relationship between ingratiation and hiring recommendations. The effects of self-promotion on fit and hiring recommendations were generally weak and nonsignificant. Implications and directions for future research are discussed.
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This study examined the 5-factor model of personality, transformational leadership, and team performance under conditions similar to typical and maximum performance contexts. Data were collected from 39 combat teams from an Asian military sample (N = 276). Results found that neuroticism and agreeableness were negatively related to transformational leadership ratings. ⋯ Furthermore, transformational leadership related more strongly to team performance in the maximum rather than the typical context. Finally, transformational leadership fully mediated the relationship between leader personality and team performance in the maximum context but only partially mediated the relationship between leader personality and team performance in the typical context. The Discussion section focuses on how these findings, although interesting, need to be replicated with different designs, contexts, and measures.
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The authors investigated 2 broad issues: (a) across- and within-individual relationships between mood and job satisfaction and (b) spillover in moods experienced at work and at home. Using an experience-sampling methodology, they collected multisource data from a sample of 74 working individuals. ⋯ Results also revealed that the effect of mood at work on job satisfaction weakened as the time interval between the measurements increased. Finally, positive (negative) moods at work affected positive (negative) moods experienced later at home.
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Counterproductive work behaviors have predominantly been investigated at relatively narrow levels, with the focus limited to subsets of the behavioral domain as well as to specific explanatory approaches. This study took a broader perspective with respect to both dependent and independent variables. A sample of German employees from 2 organizations reported on their levels of general counterproductive behavior (GCB). ⋯ Hirschi's (1990) theory of self-control as a general explanation for deviant acts was tested and compared with several alternative approaches. Results from simple and moderated hierarchical multiple regression analyses involving 24 predictors of GCB strongly support hypotheses derived from self-control theory. Little support is found for any effects on individual differences in GCB beyond the direct and conditional impact of internal control.
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Previous research on workplace deviance has examined the relationship of either personality or employees' situational perceptions with deviant behavior. In this study, the authors focused on the joint relationship of personality and perceptions of the work situation with deviant behavior. ⋯ In addition, consistent with hypotheses, the personality traits of conscientiousness, emotional stability, and agreeableness moderated this relationship. Specifically, the relationship between perceptions of the developmental environment and organizational deviance was stronger for employees low in conscientiousness or emotional stability, and the relationship between perceived organizational support and interpersonal deviance was stronger for employees low in agreeableness.