The Journal of applied psychology
-
An Interview Faking Behavior (IFB) scale is developed and validated in 6 studies (N = 1,346). In Study 1, a taxonomy of faking behavior is delineated. The factor structure of a measure is evaluated and refined (Studies 2 and 3). ⋯ In Study 6, an experiment is conducted to test the usefulness of the new measure for studying methods of reducing faking using structured interviews. It is found that past behavior questions are more resistant to faking than situational questions, and follow-up questioning increases faking. Finally, over 90% of undergraduate job candidates fake during employment interviews; however, fewer candidates engage in faking that is semantically closer to lying, ranging from 28% to 75%.
-
This study reports an investigation of the relationships of work hours, job complexity, and control over work time to satisfaction with work-family balance. Based on data from a sample of 570 telephone call center representatives, a moderated hierarchical regression analysis revealed that work hours were negatively related to satisfaction with work-family balance, consistent with the resource drain perspective. ⋯ Control over work time moderated the relationship such that as work hours rose, workers with low control experienced a decline in work-family balance satisfaction, while workers with high control did not. Results encourage greater research attention to work characteristics, such as job complexity and control over work time, and skills that represent resources useful to the successful integration of work and family demands.
-
The authors examined conditions under which teams' educational specialization heterogeneity was positively related to team creativity. Using a sample of 75 research and development teams, the authors theorized and found that transformational leadership and educational specialization heterogeneity interacted to affect team creativity in such a way that when transformational leadership was high, teams with greater educational specialization heterogeneity exhibited greater team creativity. In addition, teams' creative efficacy mediated this moderated relationship among educational specialization heterogeneity, transformational leadership, and team creativity. The authors discuss the implications of these results for research and practice.
-
Recruitment theory and research show that objective characteristics, subjective considerations, and critical contact send signals to prospective applicants about the organization and available opportunities. In the generating applicants phase of recruitment, critical contact may consist largely of interactions with recruitment sources (e.g., newspaper ads, job fairs, organization Web sites); however, research has yet to fully address how all 3 types of signaling mechanisms influence early job pursuit decisions in the context of organizational recruitment Web sites. ⋯ A priori organization image is related to pursuit intentions when subsequent information search is controlled, but organization familiarity is not, and attitudes about a recruitment source also influence attraction and partially mediate the effects of organization information. Theoretical and practical implications for recruitment are discussed.
-
The authors conducted an experimental laboratory study and a longitudinal field study to investigate the impact of followers' arousal on ratings of charisma. Both studies examined 2 contrasting hypotheses: (a) the misattribution hypothesis, which posits a direct effect of arousal, and (b) the response-facilitation hypothesis, which posits an interactive effect of arousal and leaders' charismatic appeal on ratings of charisma. ⋯ As expected, ratings of transactional leadership, in contrast with ratings of charisma, were not influenced by followers' arousal states. The authors discuss the implications of these results and offer suggestions for future research.