The Journal of applied psychology
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The authors examined the differences in mean level of cognitive ability and adverse impact that can be expected when selecting employees solely on educational attainment as a proxy for cognitive ability versus selecting employees directly on cognitive ability. Selection using cognitive ability worked as a more efficient cognitive screen. ⋯ These results held not only in a nationally representative sample but also within and across 6 different occupational groups. Finally, adverse impact is examined for selection using educational attainment, compared with selection on the basis of cognitive ability.
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Using a sample of U. K. wire makers (N = 282), the authors tested a model in which personality and work environment antecedents affect proactive work behavior via cognitive-motivational mechanisms. ⋯ Proactive personality was significantly associated with proactive work behavior via role breadth self-efficacy and flexible role orientation, job autonomy was also linked to proactive behavior via these processes, as well as directly; and coworker trust was associated with proactive behavior via flexible role orientation. In further support of the model, the cognitive-motivational processes for proactive work behavior differed from those for the more passive outcome of generalized compliance.
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The impact of corrections for faking on the validity of noncognitive measures in selection settings.
In selection research and practice, there have been many attempts to correct scores on noncognitive measures for applicants who may have faked their responses somehow. A related approach with more impact would be identifying and removing faking applicants from consideration for employment entirely, replacing them with high-scoring alternatives. The current study demonstrates that under typical conditions found in selection, even this latter approach has minimal impact on mean performance levels. ⋯ Where trait scores were corrected only for suspected faking, and applicants not removed or replaced, the minimal impact the authors found on mean performance was reduced even further. By comparison, the impact of selection ratio and test validity is much larger across a range of realistic levels of selection ratios and validities. If selection researchers are interested only in maximizing predicted performance or validity, the use of faking measures to correct scores or remove applicants from further employment consideration will produce minimal effects.
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A field study and an experimental study examined relationships among organizational variables and various responses of victims to perceived wrongdoing. Both studies showed that procedural justice climate moderates the effect of organizational variables on the victim's revenge, forgiveness, reconciliation, or avoidance behaviors. In Study 1, a field study, absolute hierarchical status enhanced forgiveness and reconciliation, but only when perceptions of procedural justice climate were high; relative hierarchical status increased revenge, but only when perceptions of procedural justice climate were low. In Study 2, a laboratory experiment, victims were less likely to endorse vengeance or avoidance depending on the type of wrongdoing, but only when perceptions of procedural justice climate were high.
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This study examined the relationship between the similarity and accuracy of team mental models and compared the extent to which each predicted team performance. The relationship between team ability composition and team mental models was also investigated. ⋯ Results indicated that although similarity and accuracy of team mental models were significantly related, accuracy was a stronger predictor of team performance. In addition, team ability was more strongly related to the accuracy than to the similarity of team mental models and accuracy partially mediated the relationship between team ability and team performance, but similarity did not.