Friday PM

Managing a diverse workforce is not an option; it is an organizational reality. The challenge is to meet differential subgroup needs in a manner that is inclusive and fair to all. These papers tackle that challenge, utilizing diverse samples to explore subgroup commonalities and differences with regard to inclusion.

Debra A. Major, Old Dominion University, Chair

Robert M. McIntyre, Old Dominion University, VarianceInvariance of Effects of Equal Opportunity on Perceived Workgroup Effectiveness, Job Satisfaction, and Organizational Commitment

Donna Chrobot-Mason, University of ColoradoDenver, One Nation, One Flag: Examining the Role of Subgroup Identity Threat on Diversity Training Outcomes

Debra A. Major, Old Dominion University, Thomas D. Fletcher, Old Dominion University, Rebekah A. Cardenas, Old Dominion University, Suzanne M. Clarke, Old Dominion University, Donald D. Davis, Old Dominion University, Creating Inclusion for Men and Women: Gender Differences and Similarities

Bernardo M. Ferdman, Alliant International University, Discussant

Submitted by Debra A. Major, dmajor@odu.edu

30. Symposium: Friday, 12:001:20 Sheraton II (Level 4)

Leadership: What can Europeans and Americans Learn From Each Other?

Parochialism can hamper advances in the knowledge of leadership. American managers list of life goals was found to be missing two that are critical to Europeans. Because global organizations require global leaders, this symposium focuses on what European and North American scholars can learn about leadership through independent and collaborative research.

Gary P. Latham, University of Toronto, Chair

Bernard M. Bass, SUNYBinghamton, The Dangers of Parochialism

Reinout E. de Vries, University of Amsterdam, Who Needs Leadership?

Handan K. Sinangil, Marmara University, Shifting Trends of Leadership and Authoritarianism

Milton Hakel, Bowling Green State University, Discussant

Robert A. Roe, University of Maastricht, Discussant

Submitted by Gary P. Latham, latham@rotman.utoronto.ca

31. Panel Discussion: Friday, 12:001:20 Sheraton IV (Level 4)

Practicing I-O Psychology: Theres No Business Like I-O Business

As our field grows, many individuals are deciding to build their own consulting firms. This panel of experienced independent consultants will address three issues facing new businesses: (a) how to establish an independent practice, (b) how to sell your business services, and (c) how to translate proposals into service contracts.

Marcus W. Dickson, Wayne State University, Chair

Michael B. Hargis, Wayne State University, Co-Chair

David Kuttnauer, Wayne State University, Co-Chair

John F. Binning, Illinois State University, Panelist

Ken Yusko, Arlington Cty VA Government, Panelist

Dale S. Rose, 3D Group, Panelist

Kimberly R. Brinkmeyer, CDR Assessment Group, Panelist

Anthony J. Adorno, The DeGarmo Group, Inc., Panelist

Harold W. Goldstein, Baruch College, CUNY, Panelist

Submitted by David Kuttnauer, Davidk65@wayne.edu

32. Symposium: Friday, 12:001:20 Sheraton V (Level 4)

Perceived Organizational Support: The Roles of Coworkers, Supervisors, and Workgroups

This symposium extends the current research literature on organizational support theory by considering how employees associations with others in the organization influence perceived support. Employees relationships with supervisors and coworkers were distinguishable from perceived support, yet were affected by perceived support.

Robert Eisenberger, University of Delaware, Chair

Lynn M. Shore, University of CaliforniaIrvine, Alaka Rao, University of CaliforniaIrvine, Jai H. Seo, Daegu University, William Bommer, Cleveland State University, An Exploration of Differences in Perceived Organizational Support, LeaderMember Exchange and TeamMember Exchange

Florence Stinglhamber, Maastricht University, Perceived Organizational Support: Supervisors as Agents of the Organization

Linda R. Shanock, University at Albany, SUNY, When Supervisors Feel Supported: Relationships With Subordinates Perceived Supervisor Support, Affective Commitment, and Performance

Ivan L. Sucharski, University of Delaware, Robert Eisenberger, University of Delaware, Paul Eder, University of Delaware, Jason R. Jones, University of Delaware, Perceived Organizational Support: Influences of Collectivism and Competitiveness

Kathryn M. Bartol, University of Maryland, Discussant

Submitted by Robert Eisenberger, eisenber@udel.edu

33. Symposium: Friday, 12:001:20 Arkansas (Level 2)

I-O Psychology in Medicine: Some Recent Empirical Applications

Four studies are described demonstrating how I-O psychology theory and methods can be applied in helping the medical industry cope with pressing problems and enhancing the visibility of I-O psychology as a socially relevant applied science. Topics include medical safety, training evaluation, and medical student selection and volunteerism.

Kevin E. Fox, University of Tulsa, Chair

Robert P. Tett, University of Tulsa, Co-Chair

Joann S. Sorra, Westat, Veronica Nieva, Westat, George Schreiber, Westat, Melissa King, Westat, Harold Kaplan, New York Presbyterian Hospital, Barbara R. Fastman, New York Presbyterian Hospital, Testing a Model of Safety Culture and Error Reporting in Hospital Transfusion Services

Dana E. Sims, University of Central Florida, Heather Priest, University of Central Florida, Katherine Wilson, University of Central Florida, C. Shawn Burke, University of Central Florida, Eduardo Salas, University of Central Florida, Can Industrial-Organizational Psychology Help with Patient Safety Concerns? A Case Study

David P. Baker, American Institutes for Research, Jeffrey M. Beaubien, American Institutes for Research, Amy K. Holtzman, American Institutes for Research, Eduardo Salas, University of Central Florida, Paul Barach, University of MiamiJackson Memorial Hospital, Medical Team Training: An Initial Assessment and Future Directions

Mitchell Rothstein, University of Western Ontario, Richard D. Goffin, University of Western Ontario, Henryk T. Krajewski, University of Western Ontario, Michael Rieder, University of Western Ontario, Relations Between Personality, Academic Performance, and Clinical Competence in Medical School Students

Thomas D. Fletcher, Old Dominion University, Debra A. Major, Old Dominion University, Motivating Medical Students to Volunteer: Implications for Recruitment and Training

Douglas N. Jackson, Sigma Assessment Systems, Inc, Discussant

Submitted by Kevin E. Fox, Kevin-Fox@utulsa.edu

34. Practitioner Forum: Friday, 12:0012:50 Colorado (Level 2)

Front End Alignment: Selection Aligned With Company Strategies and Culture

Today, I-O psychologists are being asked to go beyond utility and ROI analyses and demonstrate how their efforts align with their firms strategies. In this forum, practitioners from leading firms discuss how they are making the connection between employee selection efforts and their firms larger human capital and business strategies.

Jonathan M. Canger, HRMC, Inc., Chair

Alfred G. Davis, Verizon Wireless, An Organization Psychologists Role in Aligning Recruiting, Selection, and Retention to Organization Strategy in a Results-Focused Organization

David H. Oliver, Frito-Lay, Inc., Challenges in the Design, Implementation, and Alignment on an IVR-Based Prescreening Process at Frito-Lay

Robert Driggers, Capital One, Putting It All Together: Using Multiple Selection Methods to Achieve Alignment and Maximize Business Impact

Jonathan M. Canger, HRMC, Inc., Discussant

Submitted by Jonathan M. Canger, jmcanger@tampabay.rr.com

35. Symposium: Friday, 12:001:20 Michigan A (Level 2)
Advancements in Technology-Delivered Instruction: Research Synthesis and Novel Approaches

This symposium focuses on evolving research in the area of technology-delivered instruction. Topics include moderators of the effectiveness of Web-based instruction, comparison of learning and reactions in teleconferencing and classroom instruction, and the impact of learner control and seductive details on learning outcomes.

Kurt Kraiger, University of Tulsa, Chair

Traci M. Glasier, University of Tulsa, Tatana M. Olson, Purdue University, Robert A. Wisher, U.S. Army Research Institute, David Stewart, University of Tulsa, Kurt Kraiger, University of Tulsa, Moderators of the Effectiveness of Web-Based Instruction

Kenneth G. Brown, University of Iowa, Thomas A. Rietz, University of Iowa, Brenda Sugrue, American Society of Training and Development, The Effects of Video Conferencing, Class Size, and Student Motivation on Training Outcomes

Eddie L. Jerden, University of Tulsa, Kurt Kraiger, University of Tulsa, Learner Control and Learning Outcomes in Computer-Based Training: A Meta-Analysis

Ashley K. Smith, University of Tulsa, David Stewart, University of Tulsa, Anthony F. Abalos, University of Tulsa, Kurt Kraiger, University of Tulsa, Annette Towler, University of ColoradoDenver, Impact of Seductive Details and On-Screen Text on Learned Procedural Knowledge

Beryl L. Hesketh, University of Sydney, Discussant

Submitted by Traci M. Glasier, traci-sitzmann@utulsa.edu

36. Practitioner Forum: Friday, 12:0012:50 Superior A (Level 2)

Vendor Selection: Matching High Quality With Low Cost

How do you sift through the sales pitch to find the highest quality and lowest cost provider for your needs? This presentation will highlight two examples in which vendors were chosen to provide very different HR services. Perspective from one of the chosen vendors will also be provided.

Nathan J. Mondragon, Dell Inc., Chair

Thomas Rauzi, Dell Inc., Selecting a Global Survey Provider

Michael Meltzer, Sirota Consulting LLC, Procuring IO Services in the Business EnvironmentNew Practices, Best Practices

MaryBeth Mongillo, Dell Inc., Selecting a Global Executive Coaching Provider

Submitted by Nathan J. Mondragon, nathan_mondragon@dell.com

37. Practitioner Forum: Friday, 12:001:20 Ontario (Level 2)

Creative Approaches for Examining Employee Retention

HR professionals and researchers still have yet to clearly understand the factors that
lead an employee to leave an organization. This practitioner forum provides four perspectives on employee retention that span the tenure of an employee. Each provides unique ways that may help organizations retain key talent.

Stuart A. Tross, Bristol-Myers Squibb Company, Chair

Darin Wiechmann, Bristol-Myers Squibb Company, Co-Chair

Alan L. Colquitt, Eli Lilly & Company, David Futrell, Eli Lilly & Company, Use of a Biodata Selection Instrument to Improve Retention

Linda S. Leonard, Bristol-Myers Squibb Company, Stephen A. Dwight, Bristol-Myers Squibb Company, Should I Stay or Should I Go? Individual Differences Between Stayers and Leavers

Stuart A. Tross, Bristol-Myers Squibb Company, Michael Egermann, Bristol-Myers Squibb Company, The Effect of Employee-Manager Instability on Employee Development and Retention

Maria Amato, Corporate Executive Board, Employee Retention Across the Life Cycle

Submitted by Stuart A. Tross, satross@comcast.net

38. Panel Discussion: Friday, 12:0012:50 Mayfair (Level 3)

Internet Prescreening: Does It Lead to Better Hiring Decisions?

Organizations are making increasing use of Web-based skills and requirements questionnaires to automatically screen out unqualified applicants. However, little systematic research has explored whether prescreening actually leads to better hiring decisions. Practitioners from four organizations discuss successes, weaknesses, and challenges associated with their use and validation of Internet prescreening tools.

Donald M. Truxillo, Portland State University, Chair

Monica A. Hemingway, Dow Chemical Company, Panelist

Steven T. Hunt, Unicru, Inc., Panelist

Robert E. Gibby, Procter & Gamble, Panelist

David J. Scarborough, Unicru, Inc., Panelist

Submitted by Steven T. Hunt, steventhunt@aol.com

39. Special Event: Friday, 12:301:20 Chicago X (Level 4)

Distinguished Scientific Contributions Award: Measuring and Modeling Counterproductive Work Behavior

The address integrates the authors work on integrity and personality predictors of counterproductive work behavior (CWB), on the dimensionality of CWB and its relationship with other facets of job performance, and on theoretical mechanisms for the relationship between individual difference variables and CWBs.

Kevin R. Murphy, Pennsylvania State University, Chair

Paul R. Sackett, University of Minnesota, Presenter

40. Symposium: Friday, 12:301:50 Sheraton III (Level 4)

The WorkFamily Interface Over Time: Longitudinal Studies of WorkFamily Relationships

This symposium responds to recent calls for examinations of the interface between work and family over time with four longitudinal studies. Together these studies investigate processes answering when and how work and family interact with one another. They also include perceptions of both the employee and his/her spouse.

Stephanie C. Payne, Texas A&M University, Chair

Ann H. Huffman, Texas A&M University, Co-Chair

Adam B. Butler, University of Northern Iowa, Joseph G. Grzywacz, Wake Forest School of Medicine, Brenda L. Bass, University of Northern Iowa, Kirsten D. Linney, University of Northern Iowa, A Daily Diary Study of WorkFamily Integration in Nonprofessional Couples

Alicia A. Grandey, Pennsylvania State University, Bryanne L. Cordeiro, Pennsylvania State University, Ann Crouter, Center for Work and Family Research, WorkFamily Conflict and Job Satisfaction: A Test of the Robustness of a Relationship

Noelle Chesley, Cornell University, Employees in a High-Tech Age: Technology Usage Patterns, Work and Family Correlates, and Gender

Ann H. Huffman, Texas A&M University, Stephanie C. Payne, Texas A&M University, Wendy J. Casper, University of Tulsa, A Comparative Analysis of WorkFamily Balance: Single-Earner Versus Dual-Earner Family Employees

Kevin J. Williams, University at AlbanySUNY, Discussant

Submitted by Stephanie C. Payne, scp@psyc.tamu.edu

41. Practitioner Forum: Friday, 12:301:50 Missouri (Level 2)

Redesign of Large-Scale Employee Surveys: Challenges and Opportunities

Unique challenges exist when making changes to an employee survey program that is entrenched in a companys culture. This session will provide perspectives from practitioners at three large organizations that have recently led changes to employee survey programs. Challenges encountered and resulting improvements in the survey programs will be discussed.

Jennifer H. Frame, Dow Chemical Company, Chair

Hank Jonas, Corning Incorporated, From Compliance to Engagement: Balancing Standardization and Flexibility in Redesigning an Employee Survey Process

Jennifer H. Frame, Dow Chemical Company, Michele L. Ehler, Dow Chemical Company, Aligning HR Measures to a Corporate People Strategy: Redesign of a Global Employee Survey

Joe Cosentino, Verizon Communications, Inc., Developing a Sustainable Employee Survey Program at Verizon

Jerry Halamaj, John Deere, Discussant

Submitted by Jennifer H. Frame, jframe@dow.com

42. Symposium: Friday, 12:302:20 Michigan B (Level 2)

Goal-Setting, Goal-Orientation, and Self-Regulatory FocusAn Integration

Goal-Setting, Goal-Orientation, and Self-Regulatory Focus have evolved as three independent theories that do seem to describe important goal properties that affect the attainment of certain outcomes. This symposium brings together the three motivational approaches, and examines, empirically and conceptually, whether they lead to consistent or inconsistent predictions of performance outcomes.

Miriam Erez, Technion, Chair

Gerard Seijts, University of Western Ontario, Gary P. Latham, University of Toronto, Resolving Differences in Findings Between Goal-Setting and Goal-Orientation Theories

Ella Kaplan, Technion, Miriam Erez, Technion, Dina Van-Dijk, Technion, Reconciling Potential Differences Between the Goal-Setting and the Self-Regulation Theories

Liat Levontin, Hebrew University, Avraham N. Kluger, Hebrew University, A Comparison Between the Predictions of Goal Orientation Theory and Self-Regulation Theory Regarding the Effect of Feedback Sign on Motivation

Edwin A. Locke, University of Maryland, The Relationship of Regulatory Focus, Goal Orientation, and Goal Setting

Avraham N. Kluger, Hebrew University, Needs: The Dictators of the Motivational Processes Machinery

Jeffrey B. Vancouver, The Ohio University, Discussant

Submitted by Miriam Erez, merez@ie.technion.ac.il

43. Roundtable: Friday, 12:301:45 Erie (Level 2)

Defining Group Viability

The group viability construct has existed for nearly 15 years, yet, no widely held definition or assessment instrument exists. This roundtable, composed of prominent team researchers, will identify defining features of the construct and produce an operational definition, establishing the foundation for future research and measurement on the topic.

Terry R. Halfhill, Pennsylvania State University, Host

Joseph W. Huff, University of North Texas, Co-Host

Susan Mohammed, Pennsylvania State University, Co-Host

Tjai M. Nielsen, RHR International Company, Co-Host

Greg L. Stewart, University of Iowa, Co-Host

Eric Sundstrom, University of Tennessee, Co-Host

Stephen J. Zaccaro, George Mason University, Co-Host

Submitted by Terry R. Halfhill, trh12@psu.edu

44. Practitioner Forum: Friday, 12:301:20 Huron (Level 2)

Pulse Surveys in Organizations: Useful or Waste of Resources?

Organizations use many types of surveys to measure employee attitudes. Three papers discuss the use of sample and census surveys, comparing them on critical measures of responses, psychometric properties, reliability, and validity. Also discussed are the critical issues of usefulness to management, organizational culture, and value placed on employee involvement.

Marc C. A. Berwald, Clear Picture Corporation, Chair

Maura A. Stevenson, American Re-Insurance, Let Every Voice Be Heard: Merrill Lynchs Global Employee Survey Process

Marc C. A. Berwald, Clear Picture Corporation, Don Ditecco, BCE Corporate Services Inc., Why Do I Have To Wait All Year To Get Results: Comparing The Results of Continuous Measurement of Employee Attitudes to an Annual Employee Census

David Youssefnia, Mercer HR Consulting, Marc C. A. Berwald, Clear Picture Corporation, An Exploratory Look at the Response Rates of Sample, Census, Special Topic, and Broad-Based Surveys

Allen I. Kraut, Baruch College/Kraut Associates, Discussant

Submitted by Marc C. A. Berwald, mberwald@clearpicture.com

45. Interactive Posters: Friday, 12:301:20 Parlor A (Level 3)

Interactive Posters: Recruitment, Selection Practice

45-1 Perceptions of Asians as Beneficiaries of Affirmative Action: A Validation Study

We developed and validated measures regarding perceptions of Asians and affirmative action (AA). Results from undergraduates (N = 256) showed that beliefs about Asians factored into three dimensions, which were significantly correlated with whether Asians Should Benefit from AA. Disadvantaged and Positive Organizational Outcomes were unique predictors of Should Benefit.

Vaunne M. Weathers, Portland State University

Ginger C. Hanson, Portland State University

Donald M. Truxillo, Portland State University

Submitted by Vaunne M. Weathers, weathers@pdx.edu

45-2 Affirmative Action Versus Diversity Versus Women/Minorities: Does It Matter?

Variations of affirmative action in job advertisements resulted in reduced fairness perceptions when gender and race was made explicit in the advertisement. However, women perceived advertisements specifying women and minorities encouraged to apply as more fair than men. Specifications of race/gender had no impact on competence evaluations of an applicant.

Holly A. Traver, Rensselaer Polytechnic Institute

Submitted by Holly A. Traver, traveh@rpi.edu

45-3 Impact of Affirmative Action Knowledge on Fairness Evaluations and Attitudes

The purpose of the current research was to examine the impact of inaccurate knowledge of affirmative action on evaluations of the policy and organizational plans. Surveys from 115 employees demonstrated that inaccurate knowledge of affirmative action was related to less positive fairness evaluations and general attitudes.

Melissa R. Brittain, Central Michigan University

Stephen H. Wagner, Central Michigan University

Submitted by Melissa R. Brittain, britt1mr@cmich.edu

45-4 Demographic Differences in Banding Reactions: A Policy-Capturing Approach

This research examined demographic (e.g., gender, race) differences in reactions to three test-score banding methods. Results demonstrated race and gender differences in the perceived fairness of banding methods. Furthermore, majority group members fairness perceptions were influenced largely by perceived personal outcome, whereas minorities were impacted more by affirmative action attitudes.

David M. Mayer, University of Maryland

Robert E. Ployhart, George Mason University

Gary Shteynberg, University of Maryland

Submitted by David M. Mayer, dmayer@psyc.umd.edu

46. Poster Session: Friday, 12:301:20 River Exb Hall A (Level 1)
Leadership

46-1 Assessing the Behavioral Flexibility of Managers: A Comparison of Methods

Despite widespread interest, several questions remain about managerial flexibility: How to conceptualize it? How to assess it? How to help managers develop it? We analyzed three different ways of measuring this construct. Methods that emphasized the mastery of specific and opposing behaviors were superior to approaches commonly used in practice.

Jennifer T. Lindberg, North Carolina State University

Robert B. Kaiser, Kaplan DeVries Inc.

Submitted by Robert B. Kaiser, rkaiser@kaplandevries.com

46-2 Adaptation and Environmental Mastery as Approaches to Leadership Environments

Two strategic approaches to leadership style are explored: adaptation and environmental mastery. A study investigates the relationship between behavioral flexibility, proactive personality, Machiavellianism, and the use of these two strategies. Results indicated partial support for hypothesized relationships between strategic approaches and personality variables.

Kevin C. L. Ruminson, California State UniversityOffice of the Chancellor

Harold W. Goldstein, Baruch College, CUNY

Submitted by Kevin C. L. Ruminson, kruminson@calstate.edu

46-3 Leadership Strategic Styles: Behavioral Chameleons and Situational Engineers

Within a personenvironment congruence framework, two strategic approaches to effective leadership are explored: behavioral chameleon (adjusting ones style to fit the situation) and situational engineer (adjusting the situation to fit ones style). An integration of these approaches is proposed and implications for leadership effectiveness are discussed.

Kevin C. L. Ruminson, California State University-Office of the Chancellor

Harold W. Goldstein, Baruch College, CUNY

Submitted by Harold W. Goldstein, harold_goldstein@baruch.cuny.edu

46-4 Effects of Charismatic Leadership and Organizational Performance
on Attributional Bias

We examined the effects of charismatic leadership and organizational outcome on perceptions of leader effectiveness and attributions. The results showed that if the leader was charismatic, participants attributed the failure of the organization to external factors, however the charismatic leader received more credit for success than the noncharismatic leader.

Nurcan Ensari, Alliant International University

Ed Lopez, Alliant International University

Submitted by Nurcan Ensari, nensari@hotmail.com

46-5 Predicting Performance From Self-Engagement and Perceptions of Task Skill

Army Reserve Officer Training Corps (ROTC) cadets participated in a leadership assessment course. Course engagement was a significant predictor of rated leadership performance, even after controlling for conscientiousness and self-efficacy. Perception of skill was a stronger predictor of rated performance for those cadets engaged in the course.

Thomas W. Britt, Clemson University

Craig R. Dawson, Clemson University

Jeffrey L. Thomas, U.S. Army Medical Research UnitEurope

Submitted by Craig R. Dawson, craiganddelilah@juno.com

46-6 Do You See What I See? Bias in Leadership Perceptions

In two studies, we tested the idea that leadership behaviors may be encoded differently when a leader is female. Results indicated that relative to agentic male leaders, perceivers have difficulty encoding traits from an agentic female leader, leading to an observable disparity in perceiver behavior.

Kristyn A. Scott, University of Waterloo

Douglas J. Brown, University of Waterloo

Submitted by Kristyn A. Scott, ka4scott@watarts.uwaterloo.ca

46-7 Leadership, Follower Emotions, and Performance: An Experimental Examination

Theory and research on the influence of leaders on emotional aspects of their followers world is still embryonic. Randomized experiments showed that transformational leadership evoked positive emotions during task performance whereas transactional leadership generated negative emotions. Moreover, follower emotions moderated the impact of transactional and transformational leadership on follower performance.

Taly Dvir, Tel Aviv University

Inbal Wenger, Tel Aviv University

Submitted by Taly Dvir, talyd@post.tau.ac.il

46-8 The Curvilinear Relationship Between Relationship Quality and Turnover Intentions

We hypothesized that the relationship between supervisorsubordinate relationship quality and turnover intentions might be best represented as curvilinear as opposed to linear. We tested and found support for this hypothesis in two organizational samples of 402 employees from a water management district and 183 employees from a distribution services organization.

Kenneth J. Harris, Florida State University

K. Michele Kacmar, Florida State University

Lawrence A. Witt, University of New Orleans

Submitted by Kenneth J. Harris, kennyjharris@hotmail.com

46-9 Predicting Leader Adaptability with Leader Trait Patterns

A multivariate pattern trait approach is used to predict leader adaptability among 142 middle- to upper-level managers. Leaders moderate to high in metacognition, optimism, and emotional intelligence (HHH) were rated more adaptable than leaders below average in each attribute (LLL) and leaders below average on at least two attributes (1H2L).

Paige K. Bader, George Mason University

Stephen J. Zaccaro, George Mason University

Cary F. Kemp, George Mason University

Submitted by Paige K. Bader, pbader@gmu.edu

46-10 Toward a Grounded Theory of Female Leadership Development

A grounded theory of female leadership development in the military was discovered through the iterative process of open coding, axial coding, and selective coding. Results indicate that relationships, engaged experiences, and incorporating feedback play key roles in female leadership development. The current theory was contrasted to another leadership development model.

Rebecca J. Reichard, Army Research Institute

Dana E. Sims, University of Central Florida

Submitted by Rebecca J. Reichard, rreichar@unlnotes.unl.edu

46-11 Work Values and Job Involvement in Relation to LMX

This study found that the work values of achievement and concern for others, and the attitude of job involvement, were all positively and significantly related to LMX. Also, job involvement moderated the relationship between the value of achievement and LMX. Additionally, the relationship between LMX and citizenship behaviors was supported.

Lisa M. Jones, University of North CarolinaChapel Hill

Submitted by Lisa M. Jones, lisa_jones@unc.edu

46-12 The LMX and Job Tension Form Across Levels of Disposition

Data from 182 patrol officers indicated that negative and positive affect moderated the nonlinear LMXjob tension relationship. Particularly, this association was best depicted by an inverted U form for high NAstension was highest when LMX was at moderate levels and lowest when LMX was either low or high.

Wayne A. Hochwarter, Florida State University

Zinta S. Byrne, Colorado State University

Submitted by Zinta S. Byrne, zinta.byrne@colostate.edu

46-13 Team Leadership Theory: Towards a Unified Understanding of Leading Teams

The purpose of this paper is to develop a comprehensive theory of team leadership.
Specifically, I integrate prior conceptualizations into a unified theoretical model of leading teams in organizations. I build on this framework by examining the boundary conditions of the model illuminating future theoretical and research directions.

Jonathan C. Ziegert, University of Maryland

Submitted by Jonathan C. Ziegert, jziegert@psyc.umd.edu

46-14 The Effect of Empowerment on Organizational Effectiveness Moderated by Leadership

The study investigated empowerments effect on organizational effectiveness (OE) moderated by leadership style within a government setting. Two hundred twenty-five (225) federal employees participated in the research. Leaderships moderating role was found to vary depending on the level of analysis performed. Empowerment was found to mediate the leadership styleOE relationship.

Isabel Perez, U.S. Department of Labor

Richard C. Sorenson, Alliant International University

Charles Tatum, National University

Submitted by Isabel Perez, perezi582@aol.com

46-15 Using Organizational Support and Job Characteristics to Explain Transformational Leadership

The present study integrated transformational leadership with organizational support and job characteristics theory to test the notion that transformational leaders change the way followers view their organizations and their jobs. Results illustrated that the effects of transformational leadership on performance were mediated by both organizational support and job characteristics theory.

Ronald F. Piccolo, University of Florida

Jason A. Colquitt, University of Florida

Submitted by Ronald F. Piccolo, rpiccolo@ufl.edu

46-16 Leadership Style and Performance in Telework: Examining Affect-Based Trust

Secondary data analysis was used to examine the relationship between the Full Range
Leadership Theory and the task and contextual performance of 127 teleworkers. The present study shows how leadership influences teleworker performance. Results also show that affect-based trust is important in the relationship between leaders and teleworkers.

Rebecca D. Vandever, Old Dominion University

Donald D. Davis, Old Dominion University

Submitted by Rebecca D. Vandever, rsay@odu.edu

46-17 Leader-Member Exchange, Group-level Processes, and Group Performance

Data collected from 348 work groups provided support for the relationship between the overall quality of the leader-member exchanges in a group (i.e., LMX-7) and group-level sales performance. Additional predictions regarding the role of group-level process variables (i.e., synergy, cohesion) also received some support.

Orly Dotan, Baruch College, CUNY

Harold W. Goldstein, Baruch College, CUNY

Lisa H. Nishii, Cornell University

David M. Mayer, University of Maryland

Submitted by Orly Dotan, odotan@gc.cuny.edu

46-18 Leader-Member Exchange (LMX) Theory: Reintroducing the Construct of Differentiation

Within the LMX leadership literature, the construct of differentiation has received insufficient attention. We discuss this construct by focusing on nine questions and answers, addressing issues such as: what leaders differentiate on, the impact of differentiation, and measurement of differentiation. Current literature is reviewed and future directions are suggested.

Orly Dotan, Baruch College, CUNY

Harold W. Goldstein, Baruch College, CUNY

Submitted by Orly Dotan, odotan@gc.cuny.edu

46-19 Cognitive, Social, and Dispositional Influences on Leader Adaptability

We investigated the combined influence of metacognition, social perceptiveness, optimism, tolerance for ambiguity, and openness on leader adaptability. Five-hundred seventy-two (572) military officers filled out individual differences measures prior to being rated for adaptability behaviors. Results indicate that the combined influence of these cognitive, social, and dispositions characteristics is necessary for adaptability.

Cary F. Kemp, George Mason University

Stephen J. Zaccaro, George Mason University

Mark Jordan, Air Command and Staff College

Steve Flippo, Air Command and Staff College

Submitted by Cary F. Kemp, ckemp1@gmu.edu

46-20 Developing an Empirical Link Between Leader Mental Models and Performance

This research examined the extent to which the accuracy of leader mental models predicted leader performance. Data collected in a repeated measures design indicated support for the relationship between leader mental model accuracy and leader performance. Implications and suggestions for future research are discussed.

Gabrielle M. Wood, George Mason University

Nicholas W. Vilelle, George Mason University

Krista L. Langkamer, George Mason University

Cary F. Kemp, George Mason University

Stephen J. Zaccaro, George Mason University

Submitted by Gabrielle M. Wood, gtarmy@gmu.edu

46-21 SelfOther Agreement on Charismatic Leadership: Influence Tactics and Performance

We examined the extent to which subordinates perceptions of influence tactics were associated with their managers self-awareness. Self-aware managers, whose self-ratings on charismatic leadership were in agreement with their subordinates ratings, used soft influence tactics (e.g., consultation) and had units that emphasized innovation and quality practices.

Yair Berson, Polytechnic University

John J. Sosik, Pennsylvania State UniversityGreat Valley

Submitted by Yair Berson, yberson@poly.edu

46-22 Beyond Gender: Relational Self-Definition as a Predictor of Interactive Leadership

Previous research suggests that women managers prefer interactive leadership, which is characterized by active efforts to develop positive interactions with subordinates. The present study examines the mediating effect of relational self-definition on the relationship between managers gender and interactive leadership. Results indicate that relational self-definition significantly predicted interactive leadership.

Cathleen A. Swody, University of Connecticut

Steven Mellor, University of Connecticut

Submitted by Cathleen A. Swody, cathleen.swody@uconn.edu

46-23 Predicting Leadership Effectiveness: Contributions of Critical Thinking, Personality, and Derailers

This study evaluated the effect of critical thinking, personality and derailment characteristics on predicting dimensions of leadership performance. Results (n = 326) indicated that personality and derailers uniquely contributed to predicting performance after accounting for critical thinking. How these characteristics contribute to our understanding of leadership performance is discussed.

William D. Fleming, Hogan Assessment Systems

Submitted by William D. Fleming, bfleming@hoganassessments.com

46-24 Structural Equation Modeling Analysis of Off-the-Job Interactions

Using structural equation modeling, we investigated how off-the-job interactions may influence employee perceptions. With a sample of 309 employees across organizations, we compared four models in order to determine the manner in which off-the-job interactions mediate the effects of Extraversion and Transformational Leadership on job satisfaction.

Daren S. Protolipac, Northern Illinois University

Mark Posmer, Northern Illinois University

Kristian M. Veit, Northern Illinois University

Daniel J. Davis, Northern Illinois University

Chris P. Parker, Northern Illinois University

Submitted by Mark Posmer, mposmer@hotmail.com

46-25 The Role of Basic Psychological Needs in LMX Relationships

This study explores the role of basic psychological needs in leader-member exchange (LMX). Based on 436 student employees, results indicated that self-esteem, belongingness, and autonomy are significantly related to LMX. These needs were also found to mediate the relationships between LMX and both (a) job satisfaction and (b) affective well-being.

Michael Hepperlen, ePredix, Inc.

Roni Reiter-Palmon, University of NebraskaOmaha

Submitted by Michael Hepperlen, michael.hepperlen@epredix.com

46-26 Justice and Leader Performance: Views from Managers and Their Subordinates

The study used a 360-degree feedback survey of senior executives to confirm the taxonomy of organizational justice proposed by Greenberg (1993). Additionally, agreement between managers self-ratings and ratings by their subordinates predicted perceptions of justice.

Charles Tatum, National University

Travis R. Bradberry, Workforce Development Solutions

Richard J. Eberlin, Alliant International University

Carin Kottraba, Alliant International University

Submitted by Charles Tatum, ctatum@nu.edu

46-27 Situational Leadership Theory: A Meta-Analysis of the Matching Hypothesis

Meta-analysis was used to assess the validity of Hersey and
Blanchards Situational Leadership Theory. The relationship between leadership style matches and effectiveness was examined across 15 studies (K = 3,221). Results lend modest support to the theory, with an overall corrected effect size of .16. Moderators of this relationship also were identified.

Tracey L. Shilobod, Clemson University

Linda Jean McMullen, Bowling Green State University

Patrick H. Raymark, Clemson University

Submitted by Tracey L. Shilobod, tlshilobod@aol.com

46-28 Predicting Follower Reactions to Leaders: Self-Concept, ILT, and Situational Characteristics

The active role of followers in the formation of the leadership relationship and, ultimately, in leader effectiveness has been a neglected issue in leadership research. Our findings demonstrate that follower reactions to leaders can be predicted by followers interpersonal self-concept, and that follower implicit leadership theories mediate these relationships.

Mark G. Ehrhart, San Diego State University

Hillary Bargagliotti, Bainbridge

Submitted by Mark G. Ehrhart, mehrhart@sunstroke.sdsu.edu

46-29 Effects of Leadership on Teleworker Job Satisfaction, Commitment, and Turnover

Effects of transformational and transactional leadership on job satisfaction, commitment, and turnover were examined in a sample of teleworkers. Hierarchical linear regression results support the influence of leadership on these outcomes. Moderated regression analyses indicate that the effect of transformational leadership degrades with increasing telework frequency.

Janet L. Bryant, Old Dominion University

Donald D. Davis, Old Dominion University

Submitted by Janet L. Bryant, jbryant34@cox.net

47. Community of Interests: Friday, 12:301:20 River Exb Hall A (Level 1)

Community of Interests: Cross-Cultural Issues in I-O

Participants can come and go as they like, and chat with others conducting similar projects.

48. Practitioner Forum: Friday, 1:002:50 Colorado (Level 2)

HR in the Palm of Your Hand: Science and Practice

The utility of handheld computers to HR research and practice has increased over the past 5 years, with advancements in hardware, memory, software, and wireless connectivity options. In this forum, research and practice on the relationship between handheld computer technology and HR issues will be presented.

R. Jason Weiss, Development Dimensions International, Chair

Scott A. Davies, American Institutes for Research, Co-Chair

Scott A. Davies, American Institutes for Research, Robert Calderon, Caliber Associates, Inc., Human Resources in the Palm of Your Hand: Science and Practice

Brian D. Lyons, University of TennesseeKnoxville, Scott A. Davies, American Institutes for Research, David Rodbard, MD, American Institutes for Research, Wayne Brandes, American Institutes for Research, Col. Ronald K. Poropatich, MC Telemedicine Directorate (TMED), WRAMC, Needs Assessment of PDAs in Clinical Practice in U.S. Army Medical Environments

Scott A. Davies, American Institutes for Research, David Rodbard, MD, American Institutes for Research, Wayne Brandes, American Institutes for Research, Col. Ronald K. Poropatich, MC Telemedicine Directorate (TMED), WRAMC, Evaluation of Integration of PDAs into Clinical Business Practices, Processes, and Outcomes

Robert Calderon, Caliber Associates, Inc., Scott A. Davies, American Institutes for Research, The Utilization of Handheld Computer Technology within Key Personnel Activities

R. Jason Weiss, Development Dimensions International, Information Technology Trends and I-O: The World at Your Handheld

Submitted by Scott A. Davies, sdavies@air.org

49. Symposium: Friday, 1:002:50 Superior A (Level 2)

Recent Advances in Item Response Theory Research

The five papers presented in this symposium highlight new contributions that item response theory can make to I-O psychology research. These papers present new techniques and applications based on and related to differential item functioning, appropriateness measurement, and computerized adaptive testing.

Michael J. Zickar, Bowling Green State University, Chair

Brian H. Kim, Michigan State University, Neal W. Schmitt, Michigan State University, Alyssa Friede, Michigan State University, Frederick L. Oswald, Michigan State University, Lauren J. Ramsay, Michigan State University, Michael A. Gillespie, Michigan State University, Differential Item Functioning in Situational Judgment Tests: Is It a Function of the Scoring Procedure?

Norberto A. Valbuena, Universidad Nacional Rafael, Nambury S. Raju, Illinois Institute of Technology, Assessment of Measurement Equivalence Based on Confirmatory Factor Analysis and Item Response Theory

Adam W. Meade, North Carolina State University, Kemp Ellington, North Carolina State University, S. Bartholomew Craig, North Carolina State University, Exploratory Measurement Invariance: A New Method Based on Item Response Theory

Michael J. Zickar, Bowling Green State University, Jennifer L. Burnfield, Bowling Green State University, Using Mixed-Model IRT in I-O Psychology Applications

Randall D. Penfield, University of Florida, Jenny Bergeron, University of Florida, Bruce Louis Rich, University of Florida, Evaluation of Three Ability Estimates Under the Generalized Partial Credit Model

Alan D. Mead, AICPA, Discussant

Submitted by Michael J. Zickar, mzickar@bgnet.bgsu.edu

50. Practitioner Forum: Friday, 1:002:50 Superior B (Level 2)

Talent Management: How I-O Psychologists Can (Fail to) Add Value?

Aligning people with jobs is the essence of talent management and a key expertise of I-O psychologists. However, organizations are not asking I-O psychologists for assistance with this key business activity. The panelists will discuss their hands-on experience and suggest a framework for I-O practitioners to successfully approach talent management.

Kirk L. Rogg, Aon Consulting, Chair

Theresa L. McNelly, Aon Consulting, Kirk L. Rogg, Aon Consulting, My Colleagues Said What? A Survey of Talent Management Perspectives

Michelle M. Crosby, Starwood Hotels & Resorts, Matthew R. Redmond, Starwood Hotels & Resorts, Leveraging Talent Management Programs Through Organizational Start-up, Growth, and Adversity

Mark L. Lifter, Aon Consulting, Challenges to Implementing Talent Management in Decentralized Global Organizations

Tamara K. Tuggle, Amerada Hess, A Fit for Purpose Model for Implementing Talent Management Programs

MaryBeth Mongillo, Dell Inc., Talent Management Lessons Learned at the Speed of Dell

Submitted by Kirk L. Rogg, Kirk_Rogg@aon.com

51. Symposium: Friday, 1:002:50 Mayfair (Level 3)

SIOP Organizational Frontiers Series: Upcoming Volumes

This symposium will first summarize the goals of the SIOP Organizational Frontiers Series. Presentations will then be given describing five upcoming Frontiers volumes: Discrimination in the Workplace: Psychological and Organizational Perspectives; The Dark Side of Organizational Behavior; The Psychology of Entrepreneurship; Perspectives on PersonOrganizational Fit; and The Psychology of Conflict and Conflict Management in Organizations.

Robert D. Pritchard, University of Central Florida, Chair

Robert L. Dipboye, Rice University, Adrienne J. Colella, Texas A&M University, Discrimination in the Work Place: Psychological and Organizational Perspectives

Ricky W. Griffin, Texas A&M University, Anne M. OLeary-Kelly, University of Arkansas, The Dark Side Of Organizational Behavior

J. Robert Baum, University of Maryland, Michael Frese, University of Giessen, Robert A. Baron, Rensselaer Polytechnic Institute, The Psychology Of Entrepreneurship

Cheri Ostroff, Columbia University, Timothy A. Judge, University of Florida, Perspectives on PersonOrganizational Fit

Carsten K. W. De Dreu, University of Amsterdam, Michele J. Gelfand, University of Maryland, The Psychology of Conflict and Conflict Management in Organizations

Submitted by Robert D. Pritchard, RDPritchard@compuserve.com

52. Special Event: Friday, 1:302:50 Chicago VI (Level 4)

Business Leaders Insights into I-O Psychologys Image, Visibility, and Identity

A panel of prominent HR and business leaders will discuss how they use and perceive I-O psychologists and how they distinguish us from related professions. The panel will answer questions to help us better understand our identity and generate suggestions for improving our visibility and branding our profession.

Robert R. Sinclair, Portland State University, Chair

Lise M. Saari, IBM, Moderator

Jeffrey A. Jolton, Genesee Survey Services, Inc., Moderator

Submitted by Robert R. Sinclair, sinclair@pdx.edu

53. Practitioner Forum: Friday, 1:302:50 Chicago VII (Level 4)

Applications of Competency Modeling: Overcoming Barriers to Implementation

As competency models continue to spread, I-O practitioners are encountering new obstacles and new opportunities. The purpose of this forum is to describe how competency models are being developed and applied within different types of organizations, share lessons learned, discuss barriers to implementation, and explore innovative ideas.

Mark A. Morris, JCPenney, Chair

Patrick R. Powaser, Oxy Inc., Efficiently Managing Leadership Competencies in a Decentralized Organization

Robert C. Hausmann, Teachers College, Columbia University, Using Competencies to Manage and Plan a Sailors Professional Development

Lauren Manning Salomon, MD Anderson Cancer Center, Technology and Competency Modeling in a Healthcare Institution

Mark A. Morris, JCPenney, Steven M. Johnson, JCPenney, Developing Competency Models for Performance Measurement: Methods and Lessons

Jo Ann Johnson McMillan, Bigby, Havis & Associates, Bringing Competency Models to Life in Leadership Development Programs

Submitted by Mark A. Morris, mamorris@jcpenney.com

54. Special Event: Friday, 1:302:20 Chicago X (Level 4)

Distinguished Scientific Contributions Award: The Organizational Citizenship Construct: Where it Came From, What's its Future

This presentation will summarize the major findings in my research career, especially in the areas of motivation and productivity. I will discuss the lessons learned about doing research based on both successes and failures. Finally, I will talk about what I see as important for research in the future.

Elaine D. Pulakos, Personnel Decisions Research Institutes, Chair

Walter C. Borman, Personnel Decisions Research Institutes, Presenter

Submitted by Elaine D. Pulakos, elaine.pulakos@pdri.com

55. Symposium: Friday, 1:302:50 Sheraton I (Level 4)

Achieving Work/Life Balance and Organizational Effectiveness With Alternative Work Arrangements

We look at impacts of alternate work arrangements, such as compressed workweeks and telecommuting. Satisfaction rises, particularly for work/life balance, and there are also hopeful signs for organizational effectiveness. Women benefit more than men do, especially if children are at home. Reflection explores how far industry has come.

Allen I. Kraut, Baruch College/Kraut Associates, Chair

Diane L. Daum, Personnel Research Associates, Scott A. Young, Personnel Research Associates, Inc., Karen M. Barbera, Personnel Research Associates, The Impact of Work Hours on Employee Satisfaction: An Investigation of Key Moderators

Allen I. Kraut, Baruch College/Kraut Associates, Carolyn Rice, Visteon Corporation, Kira L. Barden, Baruch College, CUNY, The Impact of Compressed Workweeks on Work/Life Balance and a Lot More

Nancy DeLay, Eli Lilly & Company, Mark LoVerde, Personnel Research Associates, Inc., Roya Ayman, Illinois Institute of Technology, Impact of Telecommuting on WorkFamily Conflict

Simcha Ronen, Tel Aviv University, How Far We Have Come in a Quarter Century, and an Outlook for the Future

Douglas T. Hall, Boston University, Discussant

Submitted by Allen I. Kraut, allenkraut@aol.com

56. Symposium: Friday, 1:302:50 Sheraton II (Level 4)

Making Conditional Reasoning Tests Work: Reports from the Frontier

An increasing number of researchers are using conditional reasoning methodology to assess personality constructs. This symposium documents the development of new conditional reasoning tests that measure mainstream personality constructs. Because the methodology is both innovative and unique, the presentations offer insights and recommendations that can only be gained through experience.

Sigrid B. Gustafson, American Institutes for Research, Chair

Michael Ingerick, George Mason University, Jose M. Cortina, George Mason University, Nicole M. Dudley, George Mason University, Dalit Lev-Arey Margalit, George Mason University, Karin A. Orvis, George Mason University, Kathryn L. Baughman, George Mason University, Adapting to a New Measurement Approach: Lessons Learned From Developing a Conditional Reasoning (CR) Measure of Adaptability

Patrick Gavan OShea, American Institutes for Research, Sigrid B. Gustafson, American Institutes for Research, Rick Hense, Capital One, Suzanne R. Hawes, Capital One, Julie Lowe, Capital One, The Conditional Reasoning Item Development Process: Pitfalls, Successes, and Lessons Learned

Gerald F. Goodwin, U.S. Army Research Institute, Patrick Gavan OShea, American Institutes for Research, James E. Driskell, Florida Maxima Corporation, Eduardo Salas, University of Central Florida, Sharon D. Ardison, U.S. Army Research Institute, What Makes a Good Team Player? Development of a Conditional Reasoning Measure of Team Orientation

James M. LeBreton, Wayne State University, Michael D. McIntyre, University of Tennessee, Conditional Reasoning: Strategies and Suggestions for Item Development and Validation

Lawrence R. James, University of Tennessee, Discussant

Submitted by Sigrid B. Gustafson, sgustafson@air.org

57. Practitioner Forum: Friday, 1:302:50 Sheraton IV (Level 4)

Unproctored Internet Testing: Issues and Opportunities

Benefits of unproctored Internet testing are counterbalanced by threats to the candidate experience and assessment integrity. We present research addressing practical issues of environment-linked reactions and demographic differences and the impact of cheating, and conclude with a discussion of potential solutions to challenges resulting from this expanding form of testing.

Evan F. Sinar, Development Dimensions International, Chair

Jennifer P. Bott, University of Akron, Corrie E. Pogson, University of Akron, Amie D. Lawrence, Select International, Inc., Matthew S. OConnell, Select International, Inc., An Investigation of the Effects of Cheating on Unproctored Web-Based Testing: A Comparison of Performance on Cognitive Ability, Situational Judgment and Personality Tests

Evan F. Sinar, Development Dimensions International, Douglas H. Reynolds, Development Dimensions International, Exploring the Impact of Unstandardized Internet Testing Environments

Sarah S. Fallaw, Qwiz, Inc., Garnett S. Stokes, University of Georgia, Reactions to Online Selection Systems: Examining Differences by Location

Douglas H. Reynolds, Development Dimensions International, Evan F. Sinar, Development Dimensions International, Using Test Information to Tailor the Interview Process: Promises and Pitfalls

Submitted by Evan F. Sinar, evan.sinar@ddiworld.com

58. Symposium: Friday, 1:302:50 Sheraton V (Level 4)
The Aging Workforce: Advancements in Training, Development, and Lifelong Learning

This symposium examines continuous learning and how career self-management, use of developmental assessment centers, and stereotype threat impact training of our aging workforce. Thus, each paper contributes to our understanding of how to facilitate the development of a career-resilient, aging workforce in an increasingly technological and competitive marketplace.

Barbara A. Fritzsche, University of Central Florida, Chair

Renee Eileen DeRouin, University of Central Florida, Co-Chair

Harvey L. Sterns, University of Akron, Greta Lax, University of Akron, Issues in Career Self-Management and Training
Alyssa Mitchell Gibbons, University of Illinois at Urbana-Champaign, Deborah E. Rupp, University of Illinois at Urbana-Champaign, Developmental Assessment Centers as Training Tools for the Aging Workforce

Kathleen A. Lamancusa, The University of Akron, Mano Ramakrishnan, University of Akron, Dennis Doverspike, University of Akron, Casey Parry, University of Akron, Career-Related Continuous Learning in the Professional Speaking Industry

Renee Eileen DeRouin, University of Central Florida, Barbara A. Fritzsche, University of Central Florida, Eduardo Salas, University of Central Florida, Age, Stereotype Threat, and Training Performance

Paul W. Thayer, North Carolina State University, Discussant

Submitted by Barbara A. Fritzsche, bfritzsc@mail.ucf.edu

59. Practitioner Forum: Friday, 1:302:50 Arkansas (Level 2)

HR Outsourcing: The Role of I-O Psychologists

This session combines data and personal experiences to describe the evolving role of I-O psychologists in the contemporary trend to outsource the human resources function in organizations. Audience members are strongly encouraged to share their own outsourcing experiences.

Seymour Adler, Aon Consulting, Chair

Seymour Adler, Aon Consulting, HR Outsourcing: Trends and Patterns

Fred A. Mael, American Institutes for Research, Jeffrey M. Beaubien, American Institutes for Research, Outsourcing of Human Resources Services

Jerard F. Kehoe, Selection & Assessment Consulting, HR Outsourcing: One Practitioners Experience

Don M. Moretti, Motorola, HRO at Motorola: What We Werent Taught in I-O Graduate School

Submitted by Seymour Adler, Seymour_Adler@Aoncons.com

60. Symposium: Friday, 1:302:50 Michigan A (Level 2)
Making a Good Impression: Antecedents and Consequences of Impression Management

These papers examine impression management (IM) use in organizational contexts. The goals of these studies are to better understand why IM tactics are used, who is most likely to use them, and how and why targets of IM are affected by their use.

Lynn A. McFarland, George Mason University, Chair

Chad H. Van Iddekinge, HumRRO, Lynn A. McFarland, George Mason University, Deirdre E. Lozzi, George Mason University, Patrick H. Raymark, Clemson University, Effects of Faking Instructions and Personality on Candidate Impression Management

Helga Peeters, Ghent University, Filip Lievens, Ghent University, Verbal and Nonverbal Impression Management in Behavioral and Situational Interviews

Daniel J. Watola, Michigan State University, Ann Marie Ryan, Michigan State University, Individual Differences in Interviewer Susceptibility to Applicant Impression Management

James H. Dulebohn, Michigan State University, Lynn M. Shore, University of CaliforniaIrvine, Mark Kunze, Georgia State University, Debra Dookeran, Georgia State University, The Differential Impact of OCBs and Influence Tactics Over Time

Gerald R. Ferris, Florida State University, Discussant

Submitted by Lynn A. McFarland, lmcfarla@gmu.edu

61. Symposium: Friday, 1:302:50 Huron (Level 2)

Transporting Validity Evidence: Who, What, When, and How

This symposium will focus on methodological issues faced when transporting validity in real-world settings. Issues related to establishing job similarity at both the task level and the competency level will be discussed, as well as establishing job similarity in terms of personal characteristics at the job and organizational levels.

S. Morton McPhail, Jeanneret & Associates, Inc., Chair

Julie Anne Caplinger, Jeanneret & Associates, Inc., Effects of Task Specificity and Methodology on Transporting Validity Evidence

Jared D. Lock, Hogan Assessment Systems, Nicole R. Bourdeau, University of Tulsa, Same JobDifferent Values: Comparing Similar Jobs Across Organizations

John R. Leonard, Valero Energy Corporation, Preemployment Personality Assessment: Making Use of Data From Multiple Validation Strategies

Ann M. Quigley, Transportation Security Administration, Ryan A. Ross, Hogan Assessment Systems, Staffing High-Volume Positions Under Tight Time Constraints

Nancy T. Tippins, Personnel Research Associates, Inc., Discussant

Submitted by Julie Anne Caplinger, JulieC@jeanneret.com

62. Practitioner Forum: Friday, 1:302:50 Ontario (Level 2)

Implementing High-Potential Development Processes: A Front-Line Perspective

High-potential identification, assessment, and development has become a hot topic for many businesses. The purpose of this forum is to provide best practices in this area, using a large financial services company as a case study. External and internal stakeholders will discuss key innovations and lessons learned.

Lorrina J. Eastman, Bank of America, Chair

P. Gail Wise, Right Management Consultants, Amy Montagliani, Right Management Consultants, Identifying High Potentials and Building Executive Ownership of the Process

Brian L. Fishel, Bank of America, Thomas L. Killen, Bank of America, Innovations and Key Lessons From a High-Potential Development Process: A View From the Inside

Shane Douthitt, Bank of America, Internally Customizing a High-Potential Development Process: Innovations and Challenges

Matthew T. Richburg, Customizing an Innovative High-Potential Development System: A View From the Outside

Submitted by Amy Montagliani, amy.montagliani@right.com

63. Interactive Posters: Friday, 1:302:20 Parlor A (Level 3)

Interactive Posters: Personnel Selection II

63-1 Structural Equation Models of Faking Ability in Repeated Measures Designs

Models were compared on data in which a situational judgment test and measures of the Big Five were administered under honest and fake good instructions. A model with latent variables representing the six measures and a latent variable representing faking ability proved to be a useful representation of the data.

Michael Biderman, University of TennesseeChattanooga

Nhung T. Nguyen, Lamar University

Submitted by Michael Biderman, Michael-Biderman@utc.edu

63-2 The Impact of Faking on the Big-Five Factor Structure

The present study examined the effect of faking on the Big Five factor structure. The prevalence of faking was systematically varied and the fit of the Big Five model to the data was assessed. No deterioration in fit was observed, although exploratory analyses suggested a breakdown of the factor structure.

Leifur Geir Hafsteinsson, Virginia Tech

John J. Donovan, Virginia Tech

Submitted by Leifur Geir Hafsteinsson, lgh@vt.edu

63-3 Faking on Personality-Based Measures: SJTs Compared to a Traditional Format

A situational judgment test (SJT) designed to measure agreeableness and conscientiousness correlated moderately well with NEO-FFI scores and showed more resistance to faking than the NEO-FFI did. These results show that an SJT format might be able to measure personality traits and resist deliberate distortion more successfully than the NEO-FFI.

Amy C. Hooper, University of Minnesota

Hannah L. Jackson, University of Minnesota

Stephan J. Motowidlo, University of Minnesota

Submitted by Amy C. Hooper, dies0018@umn.edu

63-4 Identifying Fakers Using a Bogus-Item Approach

We developed a test in which bogus items were used to detect fakers. Using a sample of participants in a simulated hiring situation, we validated our faking measure against a social desirability scale and admissions of faking. As hypothesized, the bogus item approach was a construct-valid approach to identifying fakers.

Sarah A. Carroll, University of Calgary

David A. Jones, University of Calgary

Lorne M. Sulsky, University of Calgary

Submitted by Sarah A. Carroll, scarroll@ucalgary.ca

64. Poster Session: Friday, 1:302:20 River Exb Hall A (Level 1)

Job Performance

64-1 Flanagan Award Winner: Working Hard and Smart During Typical and Maximum Performance

This laboratory study supports the propositions underlying Sackett et al.s (1988) acclaimed but notably underresearched distinction between typical and maximum performance: Participants motivation increased under maximum performance conditions. Motivation correlated higher with typical than with maximum performance, and declarative knowledge and skills correlated higher with maximum than with typical performance.

Ute-Christine Klehe, University of Zurich

Neil R. Anderson, University of Amsterdam

Submitted by Ute-Christine Klehe, ute.klehe00@rotman.utoronto.ca

64-2 The Job Characteristics-Organizational Citizenship Behavior Relationship: Testing Competing Models

The link between the job characteristic model and organizational citizenship behavior (OCB) was examined in a sample of employees from four organizations. Four competing theories were examined. The best model was one in which job characteristics were indirectly related to OCB via increased critical psychological states.

Stacey Namm, Temple University

Richard L. Frei, Temple University

Submitted by Stacey Namm, snamm@yahoo.com

64-3 Fairness, LMX, and Job Performance: A Fairness Heuristic Approach

Using a sample of healthcare workers, this paper showed employee perceptions of organization, department, and team fairness were related to supervisory ratings of organizational citizenship behaviors and in-role task performance. LMX moderated the relationship between employee perceptions and behavior. Implications for practice and organizational justice theory are discussed.

Jeff Johnson, SHAPE Consulting

Talya N. Bauer, Portland State University

Leslie B. Hammer, Portland State University

Donald M. Truxillo, Portland State University

Submitted by Jeff Johnson, jeff@shapeconsulting.com

64-4 Organizational Roles and Perceptions of Organizational Citizenship Behavior

Two studies were conducted to explore differences in antecedents and perceptions of organizational citizenship behavior (OCB) based on organizational role. The two studies found conflicting results for the influence of organizational role on OCB perceptions. In addition, only items from the Altruism OCB dimension were perceived as representing extra-role behavior.

Eddie L. Jerden, University of Tulsa

Sharon L. Wagner, University of San Francisco

Cathy Westberry, Middle Tennessee State University

Submitted by Eddie L. Jerden, eljerden@aol.com

64-5 Discrimination Against Overweight and Obese Workers: A Meta-Analytic Investigation

A meta-analytic assessment of bias against overweight/obese workers was conducted and comparisons were made between these findings and conclusions from a narrative review of the literature (Roehling, 1999). Contrary to conclusions by Roehling (1999), the level of bias was similar to (not greater than) that found for age or gender.

Justin Michael Bethke, University of MinnesotaDuluth

Randall Gordon, University of MinnesotaDuluth

Submitted by Justin Michael Bethke, beth0033@d.umn.edu

64-6 Intrinsic Work Motivation as a Direct Antecedent of Citizenship Performance

This research compares the predictive validity of intrinsically oriented work motivation against the more oft-studied attitudinal constructs of job satisfaction and commitment with respect to citizenship performance. Results indicate that satisfaction and commitment do not meaningfully contribute to the prediction of citizenship performance once intrinsic motivation is accounted for.

Tatana M. Olson, Purdue University

Charlie L. Reeve, Purdue University

Submitted by Tatana M. Olson, tatana@psych.purdue.edu

64-7 Fit with Multiple Rhythms of the Work Environment

We examine the impact of fit with three work-related rhythms (job variety, coworker hurriedness, work unit results orientation) on satisfaction and stress. Using actual measures of fit, polynomial regression results support a satisfaction-fit relationship for job variety and results orientation. Stress is highest when coworkers are hurried.

Karen J. Jansen, Pennsylvania State University

Amy L. Kristof-Brown, University of Iowa

Purnima Bhaskar, Pennsylvania State University

Submitted by Karen J. Jansen, kjansen@psu.edu

64-8 Stressful Events, Affect, and Work Attitudes: Testing Affective Events Theory

Affective Events Theory contends that emotional reactions mediate the impact of work events on work attitudes. The present study tested this model in a sample of managers and supervisors by examining the potential for job-related affect to mediate the influence of stressful work events on global and facet job satisfaction.

Philip J. Moberg, University of Akron

Paul F. Rotenberry, University of Akron

Submitted by Paul F. Rotenberry,
paulrotenberry@hotmail.com

64-9 Understanding Organizational Citizenship Behaviors: Do Motives Make a Difference?

This study tested whether or not OCBs have the same effect on the organization regardless of motives using a sample of hospital employees. Results indicated that all OCBs are similar in their effect on the organization, but neither altruistic nor self-interested motives significantly predict OCBs.

Celia W. Chandler, George Mason University

Lynn A. McFarland, George Mason University

Submitted by Celia W. Chandler, cchandl1@gmu.edu

64-10 Social Capital and Cultural Predictors of OCBs and Performance

Using an OCB scale developed through content analysis, we examined social capital and cultural predictors of organizational citizenship behaviors and job performance in a field study involving 181 subordinates and 104 supervisors of a manufacturing company from Ghana and found that culture and social capital predict OCBs and job performance.

Baniyelme Zoogah, The Ohio State University

Submitted by Baniyelme Zoogah, zoogah_1@cob.osu.edu

64-11 Interpersonal Skills: What They Are and How To Acquire Them

This paper presents a comprehensive taxonomy of interpersonal skills that expands and clarifies current conceptualizations of the topic. Links to important organizational outcomes are provided. Future research directions and conclusions regarding the efficacy of current practices employed in the pursuit of improving interpersonal skills are also presented.

Cameron Klein, University of Central Florida

Renee Eileen DeRouin, University of Central Florida

Eduardo Salas, University of Central Florida

Submitted by Renee Eileen DeRouin, renee@derouin.com

64-12 Antecedents and Consequences of Trust in Organization and Manager

This field study provides a test for a social exchange model whereby trust in manager and trust in organization are linked to trustworthiness and organizational justice antecedents. The two central dimensions of trust, trust in organization and trust in manager, are tested and confirmed as mediators involved in unique processes.

Dan Chiaburu, Washington Metropolitan Area Transit
Authority

Sophia Marinova, University of Maryland

Submitted by Sophia Marinova, smarinov@rhsmith.umd.edu

64-13 The Stability of Citizenship and Counterproductive Job Performance

Researchers have written about the performance patterns of
individuals trying, to determine whether job performance over time is dynamic or static. This paper examines the stability of task, citizenship, and counterproductive job performance at the individual and team levels in the NBA and NHL over 10 and 20 years.

Maria Rotundo, University of Toronto

Janelle R. Enns, University of Toronto

Sara L. Mann, Rotman School of Management, University of
Toronto

Submitted by Maria Rotundo, rotundo@rotman.utoronto.ca

64-14 Autonomy and Capability as Predictors of Role Breadth and Performance

Job autonomy, general ability, and technical skill were positively related to role breadth in a sample of administrative employees (N = 132), accounting for 23% of the variance in role breadth. In addition, role breadth mediated the relationships between job autonomy, general ability, technical skill, and job performance.

Frederick P. Morgeson, Michigan State University

Kelly Delaney-Klinger, Michigan State University

Monica A. Hemingway, Dow Chemical Company

Submitted by Frederick P. Morgeson, morgeson@msu.edu

64-15 A Meta-Analytic Investigation Into the Structure of Work Behavior

The current research used meta-analysis to examine whether citizenship and counterproductive behavior are distinct constructs or are actually opposite poles of the same behavioral factor. Results indicated that citizenship and counterproductivity are modestly negatively related, and are, therefore, best characterized as distinct constructs. Moderators of the relationship are also discussed.

Reeshad S. Dalal, Purdue University

Tatana M. Olson, Purdue University

Submitted by Reeshad S. Dalal, rsdalal@psych.purdue.edu

64-16 The Components of Contextual Performance in Korean Work Organizations

The purpose of this study was to identify components of contextual performance in Korean work organizations. Seven factors were derived: Organizational Dedication, Helping Others, Job Dedication, Following Organizational Rules, Inspiring Work Atmosphere, Sharing/Proposing Information, and Showing Consideration. Inspiring Work Atmosphere, Sharing/Proposing Information, and Showing Consideration were unique factors in Korea.

Tae-Yong Yoo, Kwangwoon University

Do-Young Kim, Samsung HRD Center

Submitted by Tae-Yong Yoo, tyyoo@kw.ac.kr

64-17 Individual Differences, Procedural Justice, and Role Definitions Predicting OCB

We examine how OCB role perceptions mediate the effects of individual differences (reciprocation wariness, empathic concern and perspective taking) on OCB, and moderate the effects of procedural justice perceptions on OCB. Empirical findings from a field study of 220 employeesupervisor dyads show substantial support for the proposed framework.

Dishan Kamdar, National University of Singapore

Daniel McAllister, National University of Singapore

Daniel B. Turban, University of Missouri

Submitted by Dishan Kamdar, dishan@singnet.com.sg

64-18 Easier to Help (Than Voice): Roles, LMX, Motives, and OCB

Field-study data on 211 employeesupervisor pairs demonstrated high employee-helping OCB when relationship quality, personal motives, or role conceptualization facilitated helping, BUT high-voice OCB only when two facilitating factors were present (a combination of relationship quality, personal motives, or role conceptualization). Overall, helping was higher than voice.

Dishan Kamdar, National University of Singapore

Linn Van Dyne, Michigan State University

Submitted by Dishan Kamdar, dishan@singnet.com.sg

64-19 Organizational Citizenship Behavior in Part- and Full-Time Work

This study compared full- and part-time employees organizational citizenship behavior and motives for such behavior. Full-time employees performed more conscientiousness, civic virtue and altruism OCB than part timers. In addition, voluntary part timers exhibited more altruism OCB and were lower in impression management motives than involuntary part timers.

Christopher R. Olwell, Kansas State University

Barbara A. Fritzsche, University of Central Florida

Submitted by Barbara A. Fritzsche, bfritzsc@mail.ucf.edu

64-20 A Triarchic Model of Performance: Task, Contextual, and Adaptive Performance

This study expands the performance construct to include three types of performance: task, contextual, and adaptive. It also tests job satisfactionperformance relationships for the three performances. Results revealed that the three constructs were correlated, yet distinct constructs. Task performance was more strongly related to adaptive performance than contextual performance.

Tae Young Han, Excelsior College

Kevin J. Williams, University at Albany, SUNY

Submitted by Tae Young Han, than@nycap.rr.com

64-21 OCB and Salary: Moderating Effects of Race, Gender, and Level

This study examined the relationship between organizational citizenship behavior (OCB) and salary with employee job level, race, and gender as moderators. Consistent with hypotheses, OCB and core task behavior (CTB) contributed independently to salary. Race and level moderated the OCB-salary relationship, but not the CTB-salary relationship.

Courtney L. Holladay, Rice University

Stefanie K. Halverson, Rice University

Miguel A. Quinones, University of Arizona

Mark H. Strong, Jeanneret & Associates

Julie Anne Caplinger, Jeanneret & Associates, Inc.

Submitted by Courtney L. Holladay, holladay@rice.edu

64-22 The Antecedents of OCB: Motives as Mediators

The purpose of this study was to investigate whether motives mediate the relationship between certain antecedent variables (affective commitment, procedural justice, other-oriented empathy, and conscientiousness) and dimensions of OCB. Responses from 162 undergraduates provided strong support for the role of motives as mediators across self- and coworker reports of OCB.

Patrick Connell, University of South Florida

Louis A. Penner, Research Center for Group Dynamics,
University of Michigan

Submitted by Patrick Connell, pwconnell@aol.com

64-23 The Interactive Effects of Conscientiousness, Intensity, and Climate on Performance

In the current study, we examine the conscientiousness work effort psychological climate interaction on job performance. The sample in the current study consisted of 139 predominantly part-time restaurant employees. Results indicated that conscientiousness predicted performance ratings only when coupled with high levels of effort and positive psychological climate.

Jason Stoner, Florida State University

Wayne A. Hochwarter, Florida State University

Submitted by Pamela L. Perrewe, pperrew@cob.fsu.edu

64-24 Initiating Action: A Motivational Model of Proactive Behaviors

This study extends prior research on proactivity at work by developing and testing a motivational model of proactive behavior that integrates job characteristics, psychological empowerment, and job involvement as motivational antecedents of proactive behavior.

Katie Helland, University of TennesseeKnoxville

Michael C. Rush, University of Tennessee

Submitted by Katie Helland, khelland@utk.edu

64-25 An Analysis of Performance-Appraisal Ratings of Older Workers

This study examined the relationship between employee age
and objective and subjective job performance. Previous research has found mixed results regarding these relationships. This study rectifies previous methodological problems. Results indicate no relationship between age and objective performance. However, findings suggest a relationship between age and some subjective performance dimensions.

Amanda L. Evans, Florida Institute of Technology

Lisa A. Steelman, Florida Institute of Technology/Burke Inc.

Submitted by Amanda L. Evans, amanda_psu@yahoo.com

64-26 Modeling Second-Language Proficiency Change for
U.S. Special Operations Personnel

Acquiring and sustaining proficiency in a second language (L2) is becoming increasingly important in todays workplace. However, little research has investigated job-related L2 performance. We used multivariate latent growth modeling to examine listening and reading proficiency across five time points for a sample of 969 U.S. Special Operations Forces personnel.

Eric A. Surface, SOFLO/Army Research Institute

Erich C. Dierdorff, DePaul University

Jack Donnelly, Special Operations Forces Language Office, USASOC

Submitted by Eric A. Surface, esurface@bellsouth.net

64-27 OCB, Task Performance, and Rating Format:
Influences on Performance Judgments

We examined the extent to which citizenship performance, task performance, and rating format influence overall and task performance ratings. Using a 3 x 3 x 2 between-subjects factorial design, data for 360 participants indicate that including OCBs in performance assessment fails to increase the accuracy of task performance ratings.

David R. Coole, University of South Florida

Walter C. Borman, Personnel Decisions Research Institutes

Submitted by David R. Coole, coole@helios.acomp.usf.edu

64-28 Personality Moderators of the Relationship Between Workplace Incivility and CWB

Self- and peer-report measures were used to examine the ability of personality (narcissism and negative affectivity) to moderate the relationship between workplace incivility and counterproductive workplace behavior (CWB). The results indicated that the relationship between incivility and CWB was stronger for individuals low in narcissism and high in negative affectivity.

Lisa M. Penney, Personnel Decisions Research Institutes

Submitted by Lisa M. Penney, lpenney@luna.cas.usf.edu

65. Community of Interests: Friday, 1:302:20 River Exb Hall A (Level 1)

Community of Interests: Emotions

Participants can come and go as they like, and chat with others conducting similar projects.

66. Symposium: Friday, 2:002:50 Sheraton III (Level 4)
Virtual Office: The Good, Bad, and Ugly

Popular press touts the benefits of virtual office for both employees (increased morale, worklife balance) and companies (increased productivity, decreased costs), but little empirical research has been done to support these claims. This symposium attempts to systematically identify positive and negative outcomes of virtual work.

Michael D. Coovert, University of South Florida, Chair

Liberty J. Munson, Boeing Company, Expectations Versus Realities of Virtual Office: An Employee Perspective

Geneva M. Phillips, Boeing Company, Expectations Versus Realities of Virtual Office: A Manager Perspective

Maureen A. Scully, Simmons School of Management, Stephanie L. Woerner, Massachusetts Institute of Technology, No More Escape to Work: Virtual Work and Life Balance

Jeffrey M. Stanton, Syracuse University, Discussant

Submitted by Liberty J. Munson, Liberty.J.Munson@Boeing.com

67. Panel Discussion: Friday, 2:002:50 Missouri (Level 2)

Compensation Reform: The I-O Perspective

Federal government agencies have been authorized to implement alternative compensation systems, the most common of which replaces the GS step-level pay system with a pay banding. This session will focus on how SIOP can help government managers reform civil service compensation practices while meeting legal and professional standards.

Charles T. Keil, American Institutes for Research, Chair

Mary Anne Lahey, American Institutes for Research, Panelist

Robert F. Calderon, Caliber Associates, Inc., Panelist

Michael C. Heil, Caliber Associates, Inc., Panelist

David W. Dorsey, Personnel Decisions Research Institutes, Panelist

Michael J. Keeney, American Institutes for Research, Panelist

Submitted by Robert F. Calderon, calderor@calib.com

68. Roundtable: Friday, 2:002:50 Erie (Level 2)

Integration of Science and Practice in Industrial-Organizational Psychology

The objective of the proposed roundtable is to engage interested parties in a critical review of the historical and recent literature, with the aims of identifying and analyzing those studies that best exemplify the integration of rigorous science with powerfully effective practice, and subsequently conducting further work in that vein.

Ira T. Kaplan, Hofstra University, Host

Submitted by Ira T. Kaplan, ira.kaplan@hofstra.edu

Coffee Break: Friday, 3:003:30 Multiple Locations

69. Symposium: Friday, 3:305:20 Chicago VI (Level 4)

New Developments in SJTs: Scoring, Coaching, and Incremental Validity

Four new research studies of Situational Judgment Tests in employment and in educational admissions settings in the U.S. and overseas are presented. The focus is on key operational issues, including incremental validity over cognitive and personality measures, susceptibility to coaching interventions, and the relative value of alternative scoring systems.

Paul R. Sackett, University of Minnesota, Chair

Michael J. Cullen, University of Minnesota, Paul R. Sackett, University of Minnesota, Threats to the Operational Use of Situational Judgment Tests

Filip Lievens, Ghent University, Tine Buyse, Ghent University, Validity of Situational Judgment Tests in a Student Admission Context

Michael A. McDaniel, Virginia Commonwealth University, Amy Powell Yost, Capital One, Mark H. Ludwick, Capital One, Rick Hense, Capital One, Nathan S. Hartman, Virginia Commonwealth University, Incremental Validity of a Situational Judgment Test

W. Benjamin Porr, Consortium Research Fellows Program, Robert E. Ployhart, George Mason University, The Validity of Empirically and Construct-Oriented Situational Judgment Tests

Stephan J. Motowidlo, University of Minnesota, Discussant

Submitted by Paul R. Sackett, psackett@tc.umn.edu

70. Panel Discussion: Friday, 3:305:20 Chicago VII (Level 4)

The Values of Industrial-Organizational Psychology: Who Are We?

Nowhere in our literature does there appear an explicit statement of the values of I-O psychology. Do we not have any? Does our commitment to the scientific approach mean we are truly neutral regarding values-laden issues? Or do we implicitly mirror the corporate values of the organizations we serve?

Joel M. Lefkowitz, Baruch College, CUNY, Chair

Jerald Greenberg, The Ohio State University, Panelist

P. Richard Jeanneret, Jeanneret & Associates, Inc., Panelist

Rodney L. Lowman, Alliant International University, Panelist

William H. Macey, Personnel Research Associates, Panelist

Lois E. Tetrick, George Mason University, Panelist

Submitted by Joel M. Lefkowitz, Joel_Lefkowitz@baruch.cuny.edu

71. Symposium: Friday, 3:305:20 Chicago X (Level 4)

Understanding the Consequences of Applicant Reactions

This symposium addresses the consequences of applicant reactions. Five papers are presented investigating the effects of applicant reactions on individually and organizationally relevant outcomes. Each paper furthers our understanding of the impact of applicant reactions, and raises practical issues regarding organizational recruitment and selection practices.

Michael Ingerick, George Mason University, Chair

Jose M. Cortina, George Mason University, Co-Chair

Jennifer A. Sommers, Portland State University, Talya N. Bauer, Portland State University, Donald M. Truxillo, Portland State University, Michael A. Campion, Purdue University, Applicant Reactions to Online Screening

Timothy P. McGonigle, Caliber Associates, Lesley A. Perkins, Caliber Associates, Jennifer L. Harvey, Caliber Associates, Lori A. Sideman, Pennsylvania State University, The Relationship Between Applicant Reactions and Outcomes: A Meta-Analysis

Holly Lam, Purdue University, Charlie L. Reeve, Purdue University, A Closer Look at the Relation Between Test Perceptions, Test-Taking Motivation, and Ability-Test Performance: Do Nonability Factors Really Matter?

Ute-Christine Klehe, University of Zurich, Neil R. Anderson, University of Amsterdam, The TypicalMaximum Performance Scale (TMPS): Assessing Perceptions of Typical and Maximum Performance Situations

Michael Ingerick, George Mason University, Lynn A. McFarland, George Mason University, Nicholas L. Vasilopoulos, George Washington University, Jeffrey M. Cucina, George Washington University, Modeling the Impact of Applicant Reactions on Noncognitive Test Validity: A Person Situation Approach

Neal W. Schmitt, Michigan State University, Discussant

Submitted by Michael Ingerick, mingeri1@gmu.edu

72. Symposium: Friday, 3:305:20 Sheraton I (Level 4)

Coming of Age: The New Era of WorkFamily Research

There has been exponential growth in research on work and family. We take a look at where research has been and where it is heading. The session includes both a substantive and methodological review of the literature as well as two empirical papers and one theoretical paper illustrating new trends.

Lillian T. Eby, University of Georgia, Chair

Sarah C. Evans, University of Georgia, Co-Chair

Lillian T. Eby, University of Georgia, Wendy J. Casper, University of Tulsa, Angie Lockwood, University of Georgia, Chris R. Bordeaux, University of Tulsa, Andi Brinley, University of Georgia, A Review and Synthesis of 20 Years of IO/OB Work and Family Research

Wendy J. Casper, University of Tulsa, Lillian T. Eby, University of Georgia, Angie Lockwood, University of Georgia, Chris R. Bordeaux, University of Tulsa, Andi Brinley, University of Georgia, Dawn D. Burnett, University of Tulsa, Sarah C. Evans, University of Georgia, Where Have We Been? Reviewing Research Methods in IO and OB WorkFamily Research

Debra A. Major, Old Dominion University, Thomas D. Fletcher, Old Dominion University, Tonya A. Miller, Tyco Fire and SecurityADT, Understanding the WorkLife Interface: Why Race Matters

Leslie B. Hammer, Portland State University, Margarita V. Shafiro, Portland State University, John C. Howes, Pacificorp, Ginger C. Hanson, Portland State University, Khatera Sahibzada, Portland State University, The Relationship Between Values, Personality, and Objective Absenteeism

Julie Holliday Wayne, Wake Forest University, Joseph G. Grzywacz, Wake Forest School of Medicine, Dawn S. Carlson, Baylor University, Michelle Kacmar, Florida State University, WorkFamily Facilitation: A Theoretical Elaboration of the Construct

Ellen E. Kossek, Michigan State University, Discussant

Submitted by Lillian T. Eby, Leby@uga.edu

73. Symposium: Friday, 3:305:20 Sheraton II (Level 4)

Individual Differences in Self-Regulatory Effectiveness: Action-State Orientation, Volitional Competencies, and Performance

The present symposium focuses on self-regulatory mechanisms that support effective job performance. Presenters discuss the effects of individual differences in the ability to initiate and sustain goal-directed action and to regulate effort, emotions, and attention. The presenters explore relationships between these individual differences and range of work-related criteria and constructs.

Phillip M. Mangos, NAVAIR Orlando Training Systems Division, Chair

James M. Diefendorff, Louisiana State University, Erin M. Richard, Louisiana State University, Kajal R. Mehta, Lousiana State University, Action-State Orientation and Self-Regulatory Processes During Goal Striving

Johannes D. Rank, University of South Florida, Paul E. Spector, University of South Florida, Jeanne Carsten, JP Morgan Chase, Do Not Hesitate: Action Orientation as a Predictor of Innovative Behavior and Customer Service

Phillip M. Mangos, NAVAIR Orlando Training Systems Division, Debra Steele-Johnson, Wright State University, Training for Attention Control: The Role of Action-State Orientation

Alana B. Cober, Transportation Security Administration, Dennis Doverspike, University of Akron, The Effects of Action-State Orientation and Implementation Intentions on a Computer-Based Training Simulation

Piers Steel, University of Calgary, Self-Regulation, Personality Traits, and Procrastination

Michael Frese, University of Giessen, Discussant

Submitted by Phillip M. Mangos, phillip.mangos@navy.mil

74. Symposium: Friday, 3:305:20 Sheraton III (Level 4)

An Exploration of the Dynamics of Adaptive Leadership

Leadership is largely treated as static. Yet, organizations are characterized by complexity, unpredictability, and the need for adaptability. A diverse panel of expertsacademic and practitionerexplore emerging perspectives on leadership as dynamic and adaptive. Presentations cover top management to team leadership, ranging across conceptual, qualitative, and cases.

Steve W. J. Kozlowski, Michigan State University, Chair

Steve W. J. Kozlowski, Michigan State University, Daniel J. Watola, Michigan State University, Jaclyn M. Nowakowski, Michigan State University, Brian H. Kim, Michigan State University, Isabel Cristina Botero, Michigan State University, A Functional Theory of Dynamic and Adaptive Leadership

Cynthia D. McCauley, Center for Creative Leadership, Leading Together: An Approach to Complex Organizational Challenges

Amy C. Edmonson, Harvard Business School, Stacy E. McManus, Harvard Business School, Organizing to Learn: Leadership that Increases Adaptive Capacity

Katherine J. Klein, University of Maryland, Andrew P. Knight, University of Maryland, Jonathan C. Ziegert, University of Maryland, Yan Xiao, University of Maryland School of Medicine, A Qualitative Study of Dynamic Leadership in an Extreme Setting

Gerald F. Goodwin, U.S. Army Research Institute, Stanley M. Halpin, U.S. Army Research Institute, Interactional Leader Development Processes in the U.S. Army

Submitted by Steve W. J. Kozlowski, stevekoz@msu.edu

75. Panel Discussion: Friday, 3:305:20 Sheraton IV (Level 4)

Emotional Intelligence: Practical Questions for I-O Psychologists

Emotional intelligence (EI) has been postulated as an important predictor of performance by some and as nothing more than a renaming of existing constructs by others. This panel discussion brings together a series of experts, with varying opinions, who will respond to multiple questions relevant to the construct of EI.

Chockalingam Viswesvaran, Florida International University, Chair

David L. Van Rooy, Florida International University, Co-Chair

Richard E. Boyatzis, Case Western Reserve University, Panelist

David R. Caruso, Work-Life Strategies, Panelist

Cary Cherniss, Rutgers University, Panelist

Frank J. Landy, SHL, Panelist

Gerry Matthews, University of Cincinnati, Panelist

Submitted by David L. Van Rooy, dvanro01@fiu.edu

76. Symposium: Friday, 3:305:20 Sheraton V (Level 4)

Current Person-Based and Message-Based Approaches to Understanding Recruitment

This symposium examines person-based and message-based explanations for recruitment outcomes. In particular, the role of message content and message delivery mechanism are juxtaposed with individual differences as predictors of fit perceptions, attraction, job pursuit behavior, and message framing and interpretation using samples drawn from three countries.

Brian R. Dineen, University of Kentucky, Chair

Jerel E. Slaughter, University of Arizona, Gary J. Greguras, Singapore Management University, Elizabeth Sellers, Louisiana State University, Organization Personality Perceptions: Issues of and Beyond PersonOrganization Fit

Brian R. Dineen, University of Kentucky, Raymond A. Noe, The Ohio State University, Half Empty or Half Full: The Effects of Individual Difference Variables on Interpretations of PE Fit Feedback Information

Greet Van Hoye, Ghent University, Filip Lievens, Ghent University, Valence and Order Effects of Word-of-Mouth Communication on Organizational Attractiveness

Ian O. Williamson, University of Maryland, David P. Lepak, University of Maryland, James King, Samford University, Archana Sarma, 3i Corporation, The Influence of Company Recruitment Web Site Attributes on Organizational Attractiveness

Richard Posthuma, University of TexasEl Paso, Santiago Ibarreche, University of TexasEl Paso, Troy V. Mumford, Utah State University, Manuel Quinones, University of TexasEl Paso, Employee Job Pursuit Intentions: Help-Wanted Advertisements in Mexico

Daniel M. Cable, University of North Carolina, Discussant

Submitted by Brian R. Dineen, brian.dineen@uky.edu

77. Symposium: Friday, 3:305:20 Arkansas (Level 2)

Leadership Assessment and Development in Chinese Organizations

China provides a unique testing ground for the cross-cultural generalization of leadership assessment and development theories and methodologies developed in the West. The four papers in this symposium, based on data from China, provide evidence for generalizability of Western theories as well as findings specific to the Chinese context.

Kaiguang Liang, C&D Management Consulting Co., Chair

William H. Mobley, China Europe International Business School, Co-Chair

Kaiguang Liang, C&D Management Consulting Co., Zhi-Ling Li, C & D Management Consulting, Leadership Assessment in Chinese Organizations: Some Unique Challenges

Xiaoxuan Li, Institute of Policy & Management, Kan Shi, Chinese Academy of Sciences, Chaoping Li, Renmin University of China, Leadership Evaluation in Chinese Research Organizations

Jianmin Sun, Renmin University of China, Competency Model of Chinese Business Managers in IT Industry

Zhixue Zhang, Peking University, Exploring Business Elites Ideology: Impacts of Chinese Traditions and Western Theories on Chinese Enterprise Leadership and Management

Donald D. Davis, Old Dominion University, Discussant

Submitted by Kaiguang Liang, carl.liang@cndgroup.com

78. Symposium: Friday, 3:305:20 Colorado (Level 2)

Managing Diversity in Turbulent Times: A SWOT Analysis

This symposium incorporates both academic and practical perspectives to present a SWOT analysis of four approaches to diversity management in the present business context. The goal is to provoke dialogue and discussion between panelists and audience and to collectively arrive at an agenda for future research and practice.

Aparna Joshi, University of Illinois at UrbanaChampaign, Chair

Hui Liao, Rutgers University, Co-Chair

Katerina Bezrukova, Rutgers UniversityCamden, Karen Jehn, Leiden University, The Effects of Diversity Training Programs

Katherine W. Phillips, Northwestern University, Nancy P. Rothbard, University of PennsylvaniaWharton School, Tracy Dumas, George Washington University, Its Not That I Dont Like You: How Status Drives Preferences for Segmentation and Social Integration in Diverse Environments

Aparna Joshi, University of Illinois at UrbanaChampaign, Hui Liao, Rutgers University, Susan E. Jackson, Rutgers University, A Cross-Level Investigation of the Effects of Workplace Diversity on Employee Performance and Rewards

Candi Castlebury-Singleton, Sun Microsystems, Global Perspectives on Managing Diversity

Susan E. Jackson, Rutgers University, Discussant

Submitted by Aparna Joshi, aparnajo@uiuc.edu

79. Practitioner Forum: Friday, 3:305:20 Missouri (Level 2)

Organizational Culture Surveys: Moving From Diagnosis to Action

Research has demonstrated a clear empirical link between behavior-based organizational culture surveys and organizational effectiveness. However, translating diagnostic information from culture surveys into sustained organizational change is a difficult process. In this practitioner forum, four industry experts describe the strategies they have used in moving from diagnosis to cultural transformation.

Daniel R. Denison, International Institute for Management Development, Chair

Ed Sketch, Denison Consulting, Moving the Needle: An Effective Strategy for Translating Survey Results Into Organizational Change

Scott L. Nier, Defense Logistics Agency, Leveraging Corporate Culture to Improve Organizational Performance in a Federal Governmental Agency

John Greenwade, TIGroup Automotive, David Koller, Maritz, Inc., Organizational Examples of Strategies to Implement a Cultural Change Process That Impacts the Bottom Line

Submitted by Jay Janovics, jjanovics@denisonculture.com

80. Roundtable: Friday, 3:305:20 Erie (Level 2)

Examining Work/Life Research Literature in Comparison to Real-Life Experiences

Three academicians and three practitioners will discuss the literature on work/life issues and how their personal experiences compare. Topics discussed include how career progression is impacted by work/life choices, the types of support needed to manage work/life, personal strategies for success, and suggestions for future research.

Michele L. Ehler, Dow Chemical Company, Host

David P. Costanza, George Washington University, Co-Host

Michele E. A. Jayne, Ford Motor Company, Co-Host

Michelle A. Marks, George Mason University, Co-Host

Steffanie L. Wilk, University of Pennsylvania, Co-Host

Kimberly A. Smith-Jentsch, University of Central Florida, Co-Host

Submitted by Michele L. Ehler, Mehler@dow.com

81. Symposium: Friday, 3:305:20 Huron (Level 2)

Individual Differences in Diversity Initiatives

This symposium addresses the role of individual differences (racioethnicity, cultural competence, discrimination perceptions) in diversity initiatives. The four papers reach the same conclusion: A systematic evaluation of individual differences is needed in order to design diversity interventions tailored to participants needs. Ignoring individual differences results in ineffective initiatives and backlash.

Carol T. Kulik, University of Melbourne, Chair

Elissa L. Perry, Teachers College, Columbia University, Carol T. Kulik, University of Melbourne, Sexual Harassment Awareness Training: A Systematic Review

Carol T. Kulik, University of Melbourne, Molly Pepper, Arizona State University, Loriann Roberson, Arizona State University, The Rich Get Richer: Antecedents and Consequences of Voluntary Diversity Training

Yunhyung Chung, Rutgers University, Stanley M. Gully, Rutgers University, The Influence of Previous Discrimination Experiences and Dyadic Dissimilarity on Trainees Pretraining Expectations and Diversity Attitudes

Jaye Smith, Pepperdine University, An Exploration of Aha! Moments Experienced by Students in Diversity Education

Bernardo M. Ferdman, Alliant International University, Discussant

Submitted by Carol T. Kulik, ckulik@unimelb.edu.au

82. Practitioner Forum: Friday, 3:305:20 Ontario (Level 2)

Challenges in Strategic Evaluation

Presenters share practical strategies and methodologies to address challenges encountered in conducting strategic evaluations. These include conducting evaluations of diverse HR programs, evaluating large-scale strategic change, tracing impacts through multiple levels of analysis, using the Success Case Method, and making causal attributions about outcomes far down the causal chain.

E. Jane Davidson, Western Michigan University, Chair
John C. Scott, Applied Psychological Techniques, Nambury S. Raju, Illinois Institute of Technology, Jack E. Edwards, U.S. General Accounting Office, The Challenge of Evaluating Diverse Human Resources Programs

Jennifer W. Martineau, Center for Creative Leadership, Challenges in Linking Leadership Development to Organizational Impact

Michelle L. Biro, Whirlpool Corporation, Mahesh V. Subramony, University of WisconsinOshkosh, Evaluating Strategic Change in a Global Technology Organization

Robert O. Brinkerhoff, Western Michigan University, The Success Case Method: A Fast, Credible, and Efficient Way to Measure Impact of Training and Use Results to Build Organizational Performance and Learning Capability

E. Jane Davidson, Western Michigan University, Challenges With Linking Organizational Learning to the Bottom Line: A Practical Approach to Causation

Submitted by E. Jane Davidson, Jane.Davidson@wmich.edu

83. Practitioner Forum: Friday, 3:304:20 Mayfair (Level 3)

Addressing Common Questions and Challenges for the Survey Practitioner

This practitioner forum will address important real-world issues relevant to survey practitioners and their clients. Through the use of actual survey studies, the papers will answer common survey questions and offer practical recommendations to assist the survey specialist in delivering higher quality results.

Jaci Jarrett Masztal, Burke, Inc., Chair

Allan Fromen, IBM, Co-Chair

Allan Fromen, IBM, Ed Mosher, IBM, The Effects of Reminders on Participation Rates: A Case Study

Jaci Jarrett Masztal, Burke, Inc., Lisa A. Steelman, Florida Institute of Technology/Burke Inc., Evaluating Response Rate, Demographics, and Rating Favorability

Daniel V. Lezotte, Illinois Institute of Technology, Pamela Pollak, Illinois Institute of Technology, An Empirical Evaluation of Minimum Group Size for Reporting Employee Survey Results

David C. Morris, Sempra Energy, Jamie Madigan, Sempra Energy, Steven D. Ashworth, Sempra Energy, Measuring Customer Service: Point-of-Service Versus Annual Administration of Customer Satisfaction Surveys

Nambury S. Raju, Illinois Institute of Technology, Discussant

Submitted by Jaci Jarrett Masztal, jmasztal@burke.