Day: June 19, 2009

Categories : Compensation Motivation Organizational Justice RewardsTags :

Who is holding the glass ceiling in place?

On By I-O AT WORK

Topic: Compensation, Organizational Justice, Motivation, Rewards Publication: Journal of Human ResourcesArticle: Who is holding the glass ceiling in place? Author: N. Fortin Featured by: Benjamin Granger Many 21st century women still earn less than their male counterparts.  However, this injustice may not be due fully to chauvinists and stereotypes. In her article, The Gender Wage Gap among Young

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Categories : UncategorizedTags :

Using the Pen to “Right” Organizational Wrongs

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Topic: Organizational Justice Publication: Journal of Applied Psychology Article: Healing the wounds of organizational injustice: Examining the benefits of expressive writing. Author: L.J. Barclay, D.P. Skarlik iFeatured by: Benjamin Granger When employees experience injustice in the workplace (e.g., unfair interpersonal treatment, unfair policies and procedures, unfair outcomes), they often experience negative emotions and engage in deviant

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Categories : *Journal of Applied Psychology Organizational Justice Sexual Harassment Workplace DevianceTags :

Identifying the Roots of Sexual Harassment

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Topic: Organizational Justice,Sexual Harassment, Workplace Deviance Publication: Journal of Applied Psychology Article: Organization justice and men’s likelihood to sexually harass: The moderating role of sexism and personality. Author: F. Krings, S. Facchin Featured by: Benjamin Granger Researchers Krings and Facchin (2009) set out to uncover the reasons why men engage in sexual harassment at work. The authors

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Categories : Culture Job Attitudes Workplace DevianceTags :

Why High Self-Esteem Makes for Employees of Your Dreams

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Topic: Culture, Job Attitudes, Workplace Deviance Publication:  Organizational Behavior and Human Decision Processes Article: Organizational supports and organizational deviance: The mediating role of organization-based self-esteem. Author: D.L. Ferris, D.J. Brown, D. Heller Featured by: Benjamin Granger Organizational deviance such as employee theft (stealing, surfing the web), unexcused absences, and taking long breaks, cost organizations millions of dollars. Fortunately, research has found that  supportive work environments make deviant behaviors less likely. But, it is unclear why supportive work

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Categories : *Human Performance Faking Personality AssessmentTags :

What Makes a “Good Faker”? And Do We Want Them?

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Topic: Faking, Personality Assessment Publication: Human PerformanceArticle: Individual differences in the ability to fake on personality measures. Author: P.H. Raymark, T.L. Tafero Featured by: Benjamin Granger One common criticism of personality testing is its susceptibility to faking. Faking (i.e., response distortion) occurs when job applicants intentionally misrepresent themselves (e.g., respond in ways that present themselves as more attractive

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Categories : *Human Resource Management Recruiting StaffingTags :

Problems with and Alternatives to Realistic Job Previews (RJPs)

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Topic: Recruiting, Staffing Publication: Human Resource Management Article: Realistic recruitment practices in organizations: The potential benefits of generalized expectancy calibration Author: B.J. Morse, P.M. Popovich Featured by: Benjamin Granger Realistic Job Previews (RJPs) are commonly employed by organizations and are intended to provide recruits/job applicants with realistic (both positive and some negative) information about the job/organization. Ideally, RJPs should

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Categories : *International Journal of Selection and Assessment Assessment SelectionTags :

Tell Us what You Really Think…About Letters of Recommendation

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Topic: Assessment, Selection Publication: International Journal of Selection and Assessment Article: Letters of recommendation: Controversy and consensus from expert perspectives. Author: J.M. Nicklin, S.G. Roch Featured by: Benjamin Granger Despite the widespread use of letters of recommendation (LORs), there is some evidence in the research  literature that LORs are unreliable and invalid for selecting employees. In an attempt to develop some 

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Categories : *Human Performance Feedback TrainingTags :

Faded Feedback – Just a Fad?

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Topic: Feedback, Training Publication: Human Performance Article: Faded versus increasing feedback, task variability trajectories, and transfer of training. Author: J.S. Goodman, R.E. Wood Featured by: Benjamin Granger In training situations, immediate, specific, and frequent feedback to the learner is often prescribed  by the experts. However, there is evidence that this “high guidance” feedback may ultimately

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Categories : *Journal of Occupational & Organizational Psychology Change Management Organizational DevelopmentTags :

Curing the Organizational Restructuring Blues

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Topic: Change Management, Organizational Development Publication: Journal of Occupational and Organizational Psychology Article: Employee identification before and after an internal merger: A longitudinal analysis. Author: J. Bartels, J. Pruyn, S. DeJong Featured by: Benjamin Granger One employee factor crucial to the success of organizational change is the extent to which employees identify (align themselves) with their organizations prior to the restructuring.  But, employees can identify with the organization at different levels.  For example, employees can identify

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Categories : *Computers in Human Behavior Job PerformanceTags :

Comparing Modes of Customer Service Communication

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Topic: Job Performance Publication: Computers in Human Behavior Article: Human communication in customer-agent-computer interaction: Face-to-face versus over telephone .Author: A. Kira, D.M. Nichols, M. Apperley Featured by: Benjamin Granger Regarding consumer service, organizations strive for several outcomes: 1) The customer receives quality service, 2) the service is delivered in a timely manner, and

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