Journal of Applied Psychology最新文献

We examine 244 independent tests of interaction effects published in recent issues of four leading journals in the organizational sciences in order to estimate the replicability of reported statistically significant interaction effects. A z-curve analysis (Brunner & Schimmack, 2020) of the distribution of p values indicates an estimated replicability of 37%, although this figure varied somewhat across the four journals. We also find that none of the coded studies reported having conducted a priori power analyses and that only one reported having preregistered their hypotheses-despite longstanding exhortations for researchers to plan their studies to have adequate power and to engage in open science practices. Our results suggest that moderation results that have been reported in these leading journals fail to meet the methodological and statistical burden that would lead us to recommend that scientists and practitioners rely on these findings to inform their research and practice. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

General mental ability (GMA) tests have long been at the heart of the validity-diversity trade-off, with conventional wisdom being that reducing their weight in personnel selection can improve adverse impact, but that this results in steep costs to criterion-related validity. However, Sackett et al. (2022) revealed that the criterion-related validity of GMA tests has been considerably overestimated due to inappropriate range restriction corrections. Thus, we revisit the role of GMA tests in the validity-diversity trade-off using an updated meta-analytic correlation matrix of the relationships six selection methods (biodata, GMA tests, conscientiousness tests, structured interviews, integrity tests, and situational judgment tests) have with job performance, along with their Black-White mean differences. Our results lead to the conclusion that excluding GMA tests generally has little to no effect on validity, but substantially decreases adverse impact. Contrary to popular belief, GMA tests are not a driving factor in the validity-diversity trade-off. This does not fully resolve the validity-diversity trade-off, though: Our results show there is still some validity reduction required to get to an adverse impact ratio of .80, although the validity reduction is less than previously thought. Instead, it shows that the validity-diversity trade-off conversation should shift from the role of GMA tests to that of other selection methods. The present study also addresses which selection methods now emerge as most valid and whether composites of selection methods can result in validities similar to those expected prior to Sackett et al. (2022). (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Perceptions of clothing are complex, varying across individuals, situations, cultures, and time. Although there is very little research on the topic in our field, evidence from a wide variety of other disciplines points to the importance of clothing in the workplace. In this article, we review this evidence and identify three universal and distinctive clothing characteristics at work: formality, provocativeness, and fashionability. We also identify two other categories: uniforms and religiosity of clothing, which are tied to particular social groups. Drawing on attribution theory and the stereotype content model, we provide a cohesive conceptual framework in which clothing characteristics influence observers' perceptions of wearer's warmth and competence through observers' dispositional attribution processes. These perceptions, in turn, influence facilitation behaviors, such as providing support to wearers, and harm behaviors, such as negatively biased performance appraisal. We conclude by offering suggestions for future research and implications for employees and employers with regard to managing clothing choices and avoiding potential biases. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Research has identified seven characteristics-value congruence, shared interests, perceived demographic similarity, needs-supplies match, goal similarity, common workstyle, and complementary attributes-on which group members simultaneously evaluate their perceived person-group (PG) fit. Most of extant research has focused on how each characteristic or them as a composite predicts outcomes. However, these variable-centered approaches fail to address how there may be subpopulations of members who differentially combine the PG fit characteristics and how such conjunctive effects differentially relate to various work outcomes. To address these issues, we adopt a profile-based approach using latent profile analysis to understand how group members are similar to and different from each other on more holistic configurations of perceived PG fit experiences. With two widely different samples of employees working in group settings, we found seven unique profiles of PG fit: perfect fits, comfortable fits, surface-level misfits, out of syncs, social misfits, lone wolves, and total misfits. We also found in Sample 2 that these profiles differentially predicted group member outcomes commonly studied in the PG fit literature, including attitudes (satisfaction and cohesion), performance behaviors (task performance and citizenship behaviors of helping and voice), and withdrawal (social loafing and turnover). Complementing research that used variable-centered approaches, our profile-based results reveal new theoretical and practical insights of perceived PG fit, suggesting that different group members have distinct configurations of PG fit, and that higher levels of PG fit are not universally positive, and neither is every type of misfit universally negative. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Many employees are members of multiple teams, and research suggests that this may profoundly affect their stress experiences and work outcomes. We argue that progress in this research area has been hampered by a lack of clarity about what multiple team membership (MTM) is and how to conceptualize it. Prevailing conceptualizations of MTM have focused on the total number of teams an individual is a member of (MTM number). We identify how frequently employees shift their attention between different team contexts (MTM switching) and the extent to which they prioritize one membership over all others (MTM coreness) as alternative conceptualizations that better capture MTM's consequences for individuals. Our analysis of 1,345 knowledge workers involved in 4,329 project teams shows that MTM number, MTM switching, and MTM coreness differ meaningfully in their antecedents and consequences. MTM switching and coreness (but not MTM number), respectively, relate positively and negatively to multiteamers' emotional exhaustion and subsequent turnover. The positive consequences of MTM coreness only occur, however, when multiteamers have prior work experience with the members of their teams (i.e., team member familiarity). These findings help to clarify the potential benefits and detriments of MTM and advance the growing literature in this area. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Increasing racial diversity in organizations remains a challenge, as stereotype threat undermines the performance and career aspirations of minority group members during job recruitment. The present study examines how prospective leaders can leverage their influence on their followers' identities to mitigate the stereotype threat Black individuals face in this context. We explore the effects of two moral leadership styles (ethical vs. authentic) on stereotype threat in the context of recruitment. Specifically, we investigate whether prospective leaders' ingroup status moderates the relationship between ethical versus authentic leadership styles and candidates' stereotype threat during the selection process and candidates' willingness to join the organization. To this end, we conducted four experiments with Black residents of Brazilian favelas (impoverished neighborhoods), two of which included real-world job recruitment processes and physiological measures of stress (i.e., salivary cortisol and blood pressure). The results indicate that when the prospective leaders are from the outgroup, displaying ethical leadership by relying on community norms is more helpful in reducing Black candidates' threat and, in turn, promotes willingness to apply for the job. In contrast, when the leader is from the ingroup, displaying authentic leadership by emphasizing the importance of an internal moral compass is more helpful in reducing threat, and this effect is mediated by the identity process of inclusion of the leader in the self. Overall, the present study suggests that prospective direct supervisors have the critical ability to reduce stereotype threat, which can negatively affect Black applicants and their desire to join organizations. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The vast majority of studies on trait narcissism have adopted a static unidirectional approach, documenting the mainly detrimental effects of this trait on a variety of work outcomes. The present study contributes to this literature by adopting a novel bidirectional perspective, investigating how trait narcissism shapes and is shaped by our experiences at work. Specifically, this study examines how trait narcissism develops during the first 6 years after the transition from college to work, and how agentic versus communal work demands may either enhance or diminish the development of this trait. Reciprocal relationships between narcissism and subjective and objective work activities are examined in a sample of 1,513 college alumni who were assessed four times across a time period of 6 years. Both selection (i.e., narcissism shapes work activities) and socialization effects (i.e., narcissism is shaped by work activities) were examined using bivariate latent change score models. Results showed that trait narcissism prior to the college-to-work transition positively predicted the selection of agentic work activities at the beginning of the career, but not future changes in these activities. Importantly, the results regarding socialization effects indicated that engagement in communal activities, particularly those that require relating with others at work (e.g., to help them), diminished trait narcissism over time. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The relationship between general cognitive ability (GCA) and overall job performance has been a long-accepted fact in industrial and organizational psychology. However, the most prominent data on this relationship date back more than 50 years. This meta-analysis examines the relationship between GCA and overall job performance using studies from the current century. Results across 153 samples and a total sample size of 40,740 show a mean observed validity of .16, with a residual SD of .09. Correcting for unreliability in the criterion and correcting predictive studies for range restriction produces a mean corrected validity of .22 and a residual SD of .11. While this is a much smaller estimate than the .51 value offered by Schmidt and Hunter (1998), that value has been critiqued by Sackett et al. (2022), who offered a mean corrected validity of .31 based on integrating findings from prior meta-analyses of 20th century data. We obtain a lower value (.22) for 21st century data. We conclude that GCA is related to job performance, but our estimate of the magnitude of the relationship is lower than prior estimates. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Supervisors struggle to encourage employees to engage in diversity advocacy-key behaviors that help promote more equitable workplaces. Research hints that one reason for this struggle may be that employees lack the empowerment to engage in such behaviors. Drawing on perspectives that conceptualize diversity advocacy as a moral and virtuous behavior, we integrate research on leadership and empowerment to suggest that supervisor integrity can empower observers to engage in diversity advocacy. In exploring boundary conditions, we draw on performance models to counterintuitively suggest that this effect is strongest when employees perceive a negative diversity climate, as employees see the greatest need for change in these contexts. We test our theory in three complementary studies: A field sample with employees, a preregistered experimental vignette study, and an additional preregistered immersive experiment with a behavioral dependent variable. Our results contribute to theory on diversity, empowerment, and organizational climate. Additionally, we make an empirical contribution by developing and validating a four-item diversity advocacy scale. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Researchers have begun to focus on the influence of political affiliation in organizations. In this context, we investigated how doxing (i.e., using social media to post information online with malintent) influences hiring-related decisions. Based on the integration of a political affiliation and state suspicion model, we investigated how a dox containing different types of information (affirming a political party affiliation vs. providing derogatory/negative information about an opposing party) and political party affiliation similarity influenced hiring-related perceptions of job applicants. Given doxing's characteristics, we expanded the "decision space" to include effects about expected organizational image and expected retaliation. In Study 1, we found that the type of information and party similarity influenced suspicion of the applicant and perceived similarity with the applicant, whereas doxing only influenced suspicion. In turn, suspicion and perceived similarity predicted expected task performance and organizational image, and exploratory analyses suggested an interactive effect of these variables. Suspicion also predicted expected retaliation from individuals outside the organization. In Study 2, we confirmed that doxing was related to suspicion as well as the interactive effect of information type and party similarity. We explain that interaction using the notion of symbolic threat. In both studies, the effects of type of information and party similarity were pervasive. Our results support the similarity-attraction paradigm and a model of political affiliation. Expanding relevant theories to include suspicion helps better understand politically related judgments and the additional outcomes of expected organizational image and retaliation. (PsycInfo Database Record (c) 2024 APA, all rights reserved).