Content Index

This index shows the main title of every item accepted for the SIOP program, grouped by the primary content area as designated by its submitter. Titles are shown in order of presentation within areas. Numbers with hyphens are posters. For presentation formats other than posters (symposia/forums, discussions, and so forth) only the main title is indexed, not subsidiary presentation titles. Visit www.siop.org/ProgramOnWeb/?year=2008 to search the electronic version of the conference program by keywords, all content area codes, and authors’ names.

Careers/Mentoring/Retirement/Socialization

42-1 Mentor–Protégé Commitment Fit and Relationship Satisfaction in Academic Mentoring
42-2 Mentoring Relationships: Mentor and Protégé Learning and Development Orientation
42-3 Protean and Boundaryless Careers: A Study on Potential Motivators
42-4 Alternatives to Mentoring: Leadership, Substitutes for Leadership, and Career Management
42-5 Influence of Career Self-Efficacy Beliefs On Career Exploration Behaviors
42-6 Measuring Organizational Socialization: A Psychometric Comparison of Four Measures
42-7 Employees’ Job Challenge and Supervisors’ Evaluations of Promotability
42-8 The Role of Protégé Personality in Formal Mentoring Programs
42-9 Formal Mentoring Program Type and Perceptions of Organizational Attractiveness
42-10 A Socialization Activity’s Effect on Reactions to Psychological Contract Breach/Fulfillment
42-11 Perspectives on Group Socialization From Established Members and Newcomers
42-12 Mentoring Experiences of Disabled Employees: Antecedents of Mentoring Functions Received
42-13 Role of Emotional and Social Behaviors in Retail Internship
42-14 Diversity and Career Planning: Examination of Racial and Ethnic Differences
42-15 Multisource Ratings of Formal Mentoring Programs and Mentor/Protégé Job Attitudes
42-16 Severe Initiations as Socialization: Developing a Theory of Workplace Hazing
42-17 A Comparison of Face-to-Face and Electronic Peer-Mentoring: Mentor/Protégé Interactions
42-18 Developing People of Color and Their Mentors Through Formal Mentoring
42-19 The Influence of Work and Nonwork on Bridge Employment Decisions
42-20 Effect of Mentoring Program Type on Protégé Mentoring Outcomes
42-21 Effect of the Mentor Protégé Matching Process on Mentoring Effectiveness
42-22 Paths to Negotiation Success
42-23 Bridge Employment: A Meta-Analysis
57 The Long and Winding Road: Career Pathing for Talent Management
59 Market Research as a Viable Career Path for I-O Psychologists
115 Roadblocks, Detours, and New Directions in Career Pathing
120-1 Middle-Aged Employees: Can Being a Mentor Help Prevent Burnout?
120-2 Mentoring Relationships in China: Stress Less or Stressful?
136 Building Successful Mentorship Programs–Research, Lessons, and Best Practices
162 The Science and Practice of Mentoring
175 High-Quality Work Relationships: Integrating Streams and Charting New Waters
182 Contrasting I-O Professionals’ Experience as Internal Staff and External Consultants
184 Look Before You Leap: Effective Strategies for Successful Career Transitions
201-1 The Impact of Protégé Choice on Mentoring Processes
215 Mentoring Gone Awry–When a “Good Thing” Goes Wrong
223 Frontier Series Learning, Training, and Development in Organizations
233 Mid-Career Changes by I-O Psychologists: Reflections on Successful Transitions
237 On-Boarding Processes for Transiting I-O’s Into Corporate and Consulting Roles
255 Person–Job, Person–Organization, and Person–Environment Fit
258 Generational Faultlines in the Workplace: Directions for Research and Practice

Coaching/Training/Leadership Development

10-1 Instructor Effectiveness: In Search of the Technical Instructor’s Performance Domain
17 Coaching Women Leaders: Evolutions in Audience, Issues, and Approaches
39 On-the-Job Experiences: A Training Ground for Today’s Leaders
42-24 Training Motivation: Test of a Model in a Military Setting
42-25 Aversive Motivational Traits and Web-Based Training Outcomes
50 Leadership Coaching Effectiveness: Incorporating Evaluation Methodologies in Practice and Research
67 It’s Your World: Building Realistic Simulations for Complex Jobs
76-1 Effects of Previous Experience on Transfer of Computer-Based Training
76-2 Validation of a Learning Styles Instrument
76-3 Error Training: Examining Emotion Control and Knowledge as Mediators
76-4 Evaluating Diversity Training Effectiveness: Self-Efficacy as an Enabler of Transfer
76-5 Employees’ Perceived Costs and Benefits of Participating in Employee Development
76-6 Adaptive Guidance in Technology-Based Training: An Aptitude-Treatment Perspective
76-7 Examination of Cultural and Individual Differences and Transfer Training Intentions
76-8 Investigating Organizational and Individual Factors That Impact Training Effectiveness
76-9 Antecedents of Learners’ Mental Model Development
76-10 Crew Resource Management (CRM) Training in the Railroad Environment
76-11 What Predicts Training Transfer? The Importance of Self-Efficacy and Instrumentality
76-12 Verbal Protocols and Complex Skill Acquisition: Think Versus Explain Protocol
76-13 Revisiting the Pygmalion Effect in Organizations: Implications for Leadership Development
76-14 Providing Performance Feedback to Stimulate Effective Self-Development
76-15 Structured Versus Self-Guided Feedback in Simulation-Based Training
76-16 Complex Task Performance Following Extended Periods of Nonuse
76-17 A Comparison of Trainee Reactions Across Facets of Computer-Based Training
82-1 Training for Work in Multicultural Environments: An Organizing Framework
82-2 Understanding Demonstration-Based Training: A Definition, Framework, and Some Initial Guidelines
82-3 Offshore Training Effectiveness: A Theoretical Frame Work for Future Research
82-4 The Integrated Training Design Matrix: Validation vis-a-vis Meta-Analysis
91 Goals, Feedback, and Performance: A Dynamic Self-Regulation Perspective
111 Measuring the Impact and Value of Executive Coaching
129 Increasing Access to Leadership Development
140 Aging and Industrial and Organizational Psychology
179 Leadership Development That Works: Keys to Realizing Objectives
213 Please Don’t Go! Focusing on Retention and Engagement of Women
246-1 Leadership Competencies Across Position Levels: Test of the Pipeline Model
246-2 Leadership Competencies: What Has Changed Since 9/11?
251 Building Management Capability: The Road to Competitive Advantage
266-1 Can Assessor Behavioral Training Transfer to Performance Appraisals Ratings?
278-1 Using Cases as a Proxy for Experience in Leadership Development
287 Transforming Leadership Through Talent Development Programs

Consulting Practices/Ethical Issues

16 TIP-TOPics for Students Presents: Sticky Situations in Graduate School
37 Ethical Issues in Personnel Selection
71-1 Bad Science: Perceptions and Occurrences Among Organizational Researchers
71-2 Sensemaking and Ethics: A New Method for Training R&D
71-3 Supervisors’ and Top Leaders’ Ethics: Differently Related to Employee Attitudes?
71-4 An Examination of the Nature of Employee Ethical Decision Making
181-1 What Matters to the CSR Perception of CEOs in China?

Counterproductive Behavior/Workplace Deviance

23-1 Follower Undermining of Leaders in the Workplace
23-2 Dishonest Behavior: The Impact of Self-Regulatory Resource Depletion and Personality
23-3 Perceptions of Counterproductive Work Behavior and Organizational Citizenship Behavior Situations
23-4 Liar, Liar: Examining Background Checks and Applicants Who Fail Them
23-5 Negative Emotions, Core Self-Evaluations and Counterproductive Work Behaviors
23-6 Examining Motives for Whistle Blowing by Utilizing a Qualitative Methodology
23-7 Interactional Justice and Incivility: Task-Interdependence/Job-Related Self-Efficacy as Moderators
23-8 Workplace Aggression: A Test of the Vulnerability Hypothesis
23-9 Is Machiavellianianism Inherently Bad? A Reexamination of Previously Held Views
23-10 An Exploratory Study of Perceived Flaming Behaviors in Asia
23-11 The Relationship of GMA to Counterproductive Work Behavior Revisited
23-12 The Effects of Intra-Workgroup Incivility: Does Group Identification Matter?
23-13 Perceiving Abuse in Supervisory Aggression: Actor-Target Interaction Effects
23-14 The Interaction Effects of Extraversion and Honesty–Humility on Workplace Deviance
23-15 Emotional Intelligence-Counterproductive Work Behavior Relation: Does EI Have a "Dark Side"?
23-16 Does Integrity Predict Safety? Results From a Test Validation Study
23-17 Defining and Measuring the Occurrence of Hostility in the Workplace
23-18 Personality, Motivational, and Behavioral Antecedents to Counterproductive Work Behavior
23-19 Counterproductive Work Behavior: The Roles of Social Influence and Exposure
23-20 Workplace Harassment and Job Satisfaction
23-21 Lateness to Meetings in the Workplace
23-22 Source Effects in the Experience of Workplace Bullying
127 Bringing the Relationship Into the Experience of Workplace Aggression
153 How Rude! Investigating the Complexity of Disrespectful Behaviors at Work
201-3 Abusive Reactions to Conflict: Implications for Subordinates of Frustrated Managers
201-4 Effects of Conscientiousness and Agreeableness on Employee Reactions to Constraints
253 Examining the Relationship Between Affect, Emotions, and Counterproductive Work Behaviors
275-1 The Factor Structure of Supervisor and Coworker Social Undermining
275-2 Abusive Supervision: Employees’ Responses to Anger and Frustration
275-3 Consequences of Social Undermining and Support: A Meta-Analysis
275-4 Relationships Among Supervisor and Coworker Social Undermining and Workplace Retaliation
297 Structural and Individual Predictors of OCB and CWB

Emotions at Work/Emotional Labor

20 Measuring Emotional Intelligence: How, and Why?
56-1 Emotional Regulation as a Mediator Between Social Stress and Strains
56-2 Work Engagement as a Dynamic Process: Events, Emotions and Resources
56-3 Linking Emotional Labor and Burnout: A JDCS Perspective
56-4 Effects of Communication Medium and Leader Emotions on Subordinate Performance
56-5 Influence of Affect Combinations on Employee Attitudes, Intentions, and Behaviors
56-6 Predicting Organizational Behavior With Trait Affect: Beyond the Big Five
56-7 The Influence of Psychological Contract Breach Upon Leader–Member Exchange
56-8 Emotional Attachment and the Escalation of Commitment to Failing Projects
56-9 Job Insecurity, Emotional Intelligence, Workplace Emotional Reactions and Decision-Making Behaviors
56-10 Emotional Intelligence, Proactivity, and Performance
56-11 Mood and Risk-Taking Judgment: The Role of Mood Regulation
56-12 Gender and Ingratiation Tactics in Emotional Labor Jobs
56-13 Temporal Focus of Employee Affective Reactions to Leaders
56-14 A Differentiated View on Strategies of Emotional Labor of Teachers
56-15 Antecedents and Consequences of Emotional Appraisal Patterns
56-16 Is Anger a Double-Edged Sword? Moderating Role of Coping Styles
56-17 Emotion Recognition: When It Affects Stress in Customer Service Work
56-18 Service With Authority: Antecedents of Emotional Labor in Academia
56-19 Catching Up Leaders’ Mood: Emotional Contagion in Groups
56-20 Emotional Labour and Well-Being at Work: Moderating Effects of Personality
56-21 Employee Emotional Intelligence, Authenticity, Affective Delivery, and Customer Perceived Friendliness
81 Affect and Performance: Recent Findings and New Directions for Research
100 Understanding Emotional Labor in I-O
130 When Good Things Happen to Others: Envy and Firgun Reactions
131-1 Distinguishing Perceived Emotional Demands–Abilities Fit From Other Fit Perceptions
131-2 Personality-Display Rule Congruence Predicts Emotional Labor and Cognitive Performance
131-3 Cultural Distance, Perception of Emotional Display Rules, and Sojourner Adjustment
131-4 Examining Predictors of Display Rule Deviance Using Experience Sampling Methodology
149-1 Are Happy Workers More Productive? A Task-Based Analysis
178 Explanatory Mechanisms Linking Positive Work Experiences to Behavior and Well-Being
201-5 Mood and Pooling Unshared Information in Group Decision Making
231 A Tale of Two Emotion Strategies: Surface and Deep Acting

Employee Withdrawal (e.g., absence, turnover)/Retention

11 Multiple Perspectives on Retaining and Engaging Employees During Organizational Transitions
56-22 PSS, Meeting Frequency, and Turnover Intentions: Informational Justice as Mediator
56-23 Three Country Study of Supervisor Trust and Turnover Intentions
56-24 Effects of Supervisory Humor Styles on Subordinate Intention to Turnover
56-25 Changing Places Versus Changing Occupations: Self-Efficacy Moderates Transfer Intentions
56-26 Extending and Enriching Job Embeddedness Theory: Predicting College Persistence
56-27 Occupational Turnover Intention: Effects of Multidimensional Commitment, Burnout and Interactions
222-1 The Effect of Gender, Objective and Perceived Body Weight on Absenteeism
294 Employee Retention: Fighting the War for Talent

Executive Committee Invited Sessions

88 Creative Possibilities for Federal Funding of I-O Scientists
106 SIOP’s New Journal: Continuing the Dialog on Employee Engagement
113 The I-O “Brand”: A Meeting on SIOP Visibility and Image
152 Town Hall Meeting
168 I-O Psychology Practitioners–What Do They Want From the Profession?
174 Current Issues in I-O Practice

Global/International/Cross-Cultural Issues

3 Cross-Cultural Competence: Can We Define, Measure, and Develop It?
13 Cultural Influences in Global Testing: Holistic Approach to Inference Validity
38 Why Pay Attention to Cultural Issues in Organizations?
62 Proposal for a Cross-Cultural Applicant Reactions Research Incubator
76-18 Ready, Set, Stop: Male and Female Perceptions of Global Competencies
76-19 Cultural Differences in the Perception of Interactions in Virtual Teams
76-20 Repatriate Knowledge Transfer Environment: Scale Development and Outcome Propositions
76-21 Repatriates: Effect of Organizational Communication on Adjustment and Turnover
76-22 Country Differences in the Relationship Between Job Satisfaction and Turnover
76-23 Conditions of Work, Values and Modernity: A Longitudinal Study
76-24 Cross-Cultural Preferences for Employing Males and Nationals
76-25 Cultural Differences in Feedback-Seeking Behavior
76-26 Exploring the Function of Social Networks in Expatriate Effectiveness
76-27 Effects of Communication on Repatriate Organizational Adjustment and Satisfaction
76-28 Achieving Mutual Cooperation in Cross-National Work Relationships
76-29 The Cross-Cultural Approach to Emotional Labor’s Impact on Job Satisfaction
76-30 A Test of Cultural Homogeneity in Latin America
76-31 Allocentrism, Procedural Justice, and Work Withdrawal
76-32 Power Distance Study on Organizational Supports to Innovation
95 Empirical Advances in Expanding the Cultural Intelligence Nomological Network
108-1 Barriers and Support for Expatriates: Facilitating Success
108-2 The Unique Influence of Multiple Mentors on Expatriate Assignments
108-3 Effects of Cultural Intelligence on Expatriate Success
108-4 Chinese HCNs’ Willingness to Help Expatriates: Impact of Job Level
110 Organizational Survey Norming, Validation, and Feedback in a Global Environment
118 Global Selection Systems: Case Studies and Lessons Learned
143 Global Versus Local Personality Norms: The Whens, Whys, and Hows
173 Perspectives of I-Os in Global Companies: Insights, Issues, and Challenges
181-2 Effects of Protestant Work Ethic and Confucian Values
181-3 Tacit Knowledge for Business Management and Its Validity in China
186-1 Affective Versus Normative Commitment to Organization, Supervisor, and Coworkers
186-2 Helping Organisations Retain Their Employees: Cultural Differences in Employee Engagement
190 Global and Multilingual Assessments: Examination of Field Selection Data
195 Developing Global Leaders: Nagging Questions and Considered Answers
209 Issues in Personality Assessment in Non-Western Cultures
211 Expatriate Success: Findings From Ten Host-Cultural Clusters Around the World
239-1 Work Value Congruence of Protestant and Islamic Work Ethic
239-2 Individualism/Collectivism and the Relationship Between Facet Satisfaction and Commitment
243 Ensuring Global Validity of Employee Opinion Surveys
264 Organizational Psychologists and World Poverty: Our Roles and Obligations
285 Rethinking the Concept of Culture for Use in Organizational Psychology

Groups/Teams

83-1 An Episodic Model of Transactive Memory Systems
83-2 Kickoff Meetings for Computer-Mediated Teams: Effects on Team Performance
83-3 Emotional Intelligence, Social Interaction, Social Capital: Implications for Group Performance
83-4 Motivated Information Processing and Group Creativity
83-5 Do Team-Training Interventions Enhance Team Outcomes? A Meta-Analytic Initiative
83-6 Does Team Building Work?
83-7 Moderated Mediation: Self-Esteem, Forming, Language Use and Group Added Value
83-8 Team Relatedness and Team Workflow as Metrics of Task Interdependence
83-9 Affective Homogeneity, Team Affective Climate, and Team Performance
83-10 Team Performance in a Simulated UAV: Combinations-of-Contributions Theory
83-11 The Importance of Mental and Physical Efficacy Among Action Teams
83-12 Faultlines and Subgroup Perceptions: Beneficial Effects of Diversity Beliefs
83-13 Realities of Working in Virtual Teams: Affective and Attitudinal Outcomes
83-14 Team Members’ Emotional Intelligence and Communication Performance: A Multilevel Examination
83-15 Social Networks and P-G Value Fit: A Multilevel Perspective
83-16 Threat-Rigidity Effects on Planning and Decision Making in Teams
83-17 Team–Member Exchange: A Conceptual Extension
83-18 Where Are We? A Qualitative Review of Team–Member Exchange
83-19 Relative Importance of Dyadic Relationships in Predicting Team Process Outcomes
83-20 The Effects of Post-Training Reminders on Distributed Team Communication
83-21 Personality and Ability Judgment Accuracy in Face-to-Face and Virtual Teams
83-22 The Effects of Team Experience on Information Sharing Through Communication
83-23 Understanding Trust: A Dyadic Analysis
83-24 Effects of Climate Level and Strength on Team Effectiveness
83-25 Individual Differences and Information Sharing in Virtual Teams
83-26 A Study of Shared Mental Models of Team Expertise
83-27 The Team Experiences Survey: Validating a Test for Team Selection
83-28 The Effect of Coworkers and Network Centrality on Employee Voice
83-29 Psychological Collectivism and Team Member Outcomes: Does TMX Matter?
83-30 Committed to Teams: Want to, Ought to, or Have to?
83-31 So You Want To Measure Team Adaptation? Some Guiding Principles
83-32 Alliance Team Mental models: Antecedents and Consequences for Team Effectiveness
102 Regulatory Focus and Goal Orientation: Exploring Team-Level Validity and Outcomes
150 Leading the Team, and Above
201-6 Information Sharing and Group Effectiveness: A Meta-Analysis
214 Virtual Teams: Cutting-Edge Research Developments
227 M. Scott Myer Award for Applied Research in the Workplace TeamSTEPPS™: Team Strategies and Tools to Enhance Performance and Patient Safety
256 Team Coordination in High-Risk Environments
289 Frontier Series Team Effectiveness in Complex Organizations: Cross-Disciplinary Perspectives and Approaches

Human Factors/Ergonomics

164-1 Metacognitive Tracking of Performance: Implications for Error Reporting in Organizations
164-2 A Multilevel Analysis of Operator Trust in Sonification Systems
164-3 Development of a Modeling Approach for Human–Robot Interaction

Inclusion/Diversity (e.g., sexual orientation, race, sex)

103 Diversity Mindsets: Their Nature, Development, and Implications for Organizations
119 Weight-Based Bias in the Workplace
132-1 Type I and Type II Errors in Adverse Impact Detection
141 Doing Diversity Right: A Research-Based Approach to Diversity Management
172 The Marginalized Workforce: How I-O Psychology Can Make a Difference
194-1 Engaging Workforce 2000: Linkages Between Racioethnicity, Appraisals Perceptions, and Engagement
194-2 Black–White Differences in the Properties of Academic Performance Ratings
194-3 Defining Generalized Workplace Discrimination
194-4 Retaining Women and African Americans in Computer Science
194-5 Employment-Related Decisions: Ethnically Diverse Women Transitioning From Welfare to Work
194-6 The Skill Paradox: Bias Against Qualified but Not Unqualified Immigrants
194-7 Relationships Among Diversity Attitudes, Job Satisfaction, and Turnover Intentions
194-8 Coworker Justice Perceptions of Workplace Accommodations
194-9 Predictors of Perceived Sex Discrimination and Moderators of Job Outcomes
194-10 Perceived Discrimination and Job Satisfaction: A Meta-Analysis
194-11 The Impact of Affirmative Action on Nonbeneficiary Job Attitudes
194-12 Attachment Avoidance and Perceptions Involving Sexual Harassment
194-13 A Contextual Re-examination of Work Team Diversity Research
194-14 Assessing an Inclusive Climate for Diversity Measure
194-15 The Roles of Racial Identity and Gender on Selection Decisions
194-16 Cheap Labor at a Cost: Examining Interns’ Perceptions of Discrimination
201-7 Do Applicants With an Arab-Sounding Name Suffer More Hiring Discrimination?
201-8 Performance and Director Pay: Evidence That Only Men Receive Carrots
205 The Diversity of Organizational Diversity: Generalizing Findings Across Diverse Groups
220 New Research on Age Stereotypes From the U.S. and EU
222-2 Whiteness of a Name: When "White" is the Baseline
222-3 Weight-Based Bias and Evaluative Workplace Outcomes: A Meta-Analysis
262-1 Support for Diversity: Encouraging Beneficial Aspects of a Diverse Workforce
262-2 Managing Workplace Diversity: The Role of Organizational Culture
262-3 Diversity’s Bottom Line: Diversity Climate and Organizational Financial Performance
262-4 Organizational Efforts to Support Diversity Matter
266-2 Performance Evaluations of Asians: Influence of Race-Occupation Stereotype Fit
267 Harassment Research Advances: Taking Action and Health and Affective Outcomes
278-2 Effects of Leader Race and Leader Mistake on Patronizing Behaviors
284 Stigmatized in the Workplace: Perceived Stereotypes Are Just the Beginning

Innovation/Creativity

23-23 Temporal Orientation and Time Pressure Effects on Creative Thinking Processes
23-24 The Effects of Introducing Conflicting Information During Creative Thought
23-25 Environmental Scouting, Positive Emotions, and Creativity at Work
23-26 The Role of Means Efficacy When Predicting Creative Performance
23-27 Testing the Creativity Process: Construct Relations and Occupational Occurence
23-28 Motivated to Create: Considering Creative Self-Efficacy and Job Attributes
23-29 Emotional Climates and the Innovation Process in Teams
23-30 Teachers’ Entrepreneurial Behavior: Adopting a Competency-Based Framework for Entrepreneurship
23-31 Towards a Model for Understanding Teachers’ Innovative Behavior
23-32 The Curvilinear Relationship Between Role Ambiguity and Creativity
36 Facilitating Creativity and Innovation: Personal, Contextual, and Team Characteristics
47 Measuring Workplace Creativity: New Concepts and Tools
156 Creative and Innovative Processes in Teams: Dealing With Inherent Messiness
196 Enabling Innovation in Organizations–2007 Leading Edge Consortium Session
221 Distinguished Professional Contributions Award Winner: Organizational Culture Change is Not About Changing People’s Mental Sets
245 Distinguished Scientific Contributions Award Winner Work Motivation: Use-Inspired Research and Science-Based Practice

Invited Addresses

101 Program Committee Invited Address–Emotional Skills
122 Program Committee Invited Address–Workforce Intelligence: The Predictive Initiative

Job Analysis/Job Design/Competency Modeling

10-2 University Student Development: An Investigation of Students’ Improvability Beliefs
34 Using Job Analysis Deliverables to Integrate and Align HR Practices
69 Advancing Work/Job Analysis: Challenges and Opportunities
123-1 Quantitative Content Analysis of a Job Analysis Interview: Convergent Validity
123-2 Individual Differences and the Quality of Job Analysis Ratings
123-3 Practical Implications of Choice of Subject Matter Experts
123-4 Differential Biases in Task-Oriented Work Analysis Methods
123-5 Comparing Two Job Analysis Approaches: Web-Based Versus Focus Groups
186-3 Procedural Justice and Turnover Intentions: Mediating Effects of Job Characteristics
200 Illuminating the “Murky Ground”: Linking Context Theory to Empirical Research
201-9 Telecommuting and Organizational Attitudes and Outcomes: A Meta-Analysis
201-10 The Job Characteristics of Knowledge-Work: A Theoretical and Empirical Examination
288 Practical Considerations and Future Directions in Job Analysis and Specification

Job Attitudes

65 What Does Employee Engagement Predict?
85 Utilizing Identified Survey Data
149-2 Susceptibility of Job Attitudes to Context Effects
149-3 Final Four Fever: Fading Forecaster of Organizational Support and Commitment?
149-4 Work Relationships as Investments: The Unexplored Component of Continuance Commitment
149-5 A Comparison of Two Psychological Contract Scales
149-6 Ostracism in the Workplace
149-7 Relative Importance of Ability, Benevolence, and Integrity in Predicting Trust
149-8 Developing a Multidimensional Measure of Continuance Organizational Commitment
149-9 Organizational Justice and Support: Moderating the Organizational Politics-Job Tension Relationship
149-10 Organizational Commitment in a Volunteer Workforce
149-11 Moderating Effects in Relationships Between Person–Organization Fit and Job Attitudes
149-12 Beyond the Dotted Line: Psychological Contracts and Organizational Commitment
149-13 Organizational Cynicism, Voice, and Job Satisfaction: Exploring Relationships
149-14 Occupational Fit and the Role of Individual Adaptability
149-15 Measuring Job Satisfaction as an Attitude: The Facet Satisfaction Scale
171 Promoters and Detractors: Customer Loyalty Research’s Influence on Employee Engagement
186-4 Employee Engagement: Organizational and Individual Influences
186-5 Eroding Job Satisfaction One Bad Meeting at a Time
186-6 Does Demographic Item Nonresponse Cause Biased Results in Employee Surveys?
186-7 Get Engaged: A Study of Employee Engagement and Attrition
186-8 The Job Satisfaction-Dissatisfaction Distinction: Examining Artifacts And Utility
186-9 Applicability of Social-Cognitive and Demands-Control Theories to Employee Engagement
186-10 ”Flow:” State or Trait?
186-11 When Does Affect Relate to Performance Appraisal Reactions?
186-12 Convergent and Discriminant Validity of Employee Engagement
186-13 Commitment Across Domains: Attachment Style Predicts Organizational Commitment
186-14 Consider the Source: An Investigation of Psychological Contract Formation
186-15 Organizational Commitment in Ukraine: Construct Validation and Interactions Among Components
186-16 Cross-Cultural Predictors of Job Satisfaction: A 22-Country Empirical Examination
186-17 Increasing Satisfaction With Communication: Face-to-Face or E-mail Interactions With Supervisors
186-18 Employee Satisfaction With Benefits: An Unexplored Path to Performance
186-19 Organizational Attitudes: Social Influence of Friends and Leaders
186-20 There Is a Right Time for Everything
186-21 Consequences of Changes in Newcomers’ Psychological Contracts
186-22 Predictors of Perceptions of Organizational Politics: A Meta-Analytic Review
186-23 A Model of Antecedents and Consequences of Employee Off-the-Job Interactions
186-24 Effects of Politics, Emotional Stability, and LMX on Job Dedication
186-25 An Empirical Integration of Psychological Contracts and Perceived Organizational Support
186-26 Self-Esteem, Job Complexity, and Job Satisfaction: Latent Growth Models
198 More Survey Ponderables: Questions and Answers on Effective Employee Surveys
201-11 Changes in Job Satisfaction: A Longitudinal Study of Organizational Newcomers

Job Performance/Citizenship Behavior

70 Expanding the Criterion Space Through Objective Metrics and Criterion-Related Validation
120-3 More Helping=More Stress? It Depends on Who You Are
120-4 Overachievers Beware: The Effects of Work Overload
164-4 Progress Toward Understanding the Structure and Determinants of Job Performance
164-5 The Theoretical and Empirical Courting of a Virtual Work Model
164-6 Role Definition as a Moderator of Safety Climate/OCB Relationship
164-7 Effects of Supervisor and Subordinate Gender on Contextual Performance Evaluations
164-8 I Need You, You Need Me: Interdependence, Representation, Productivity
164-9 An Empirical Comparison of Maximal Versus Typical Measures of Performance
164-10 Work-Role Centrality and Job Satisfaction Across 45 Countries
164-11 Helping in the Workplace: A Social Cognitive Perspective
164-12 Dispositional Affect and Job Behaviors: A Meta-Analytic Investigation
164-13 Promotions and Justice: A Model of Intraorganizational Mobility Channels
164-14 Quality Call Monitoring:Theory Versus Reality in Performance Management
164-15 OCB and Performance at the Group Level: A Meta-Analytic Review
164-16 Measuring Norms for Workplace Deviance and Citizenship Behavior
164-17 Supervisory Performance Ratings: What Have We Been Measuring?
164-18 Individual- and Organizational-Level Consequences of Organizational Citizenship Behaviors: A Meta-Analysis
164-19 Leader Influences on Training Transfer and Intervening Mechanisms
164-20 A Performance Path Model: Workload, Schedule Satisfaction, and Stress Influences
164-21 Are All Good Soldiers Created Equal? Assessing OCB Motives
164-22 “A” for Ability, “E” for Effort: Performance in Distance Education
164-23 Impression Management by Association: Beware the Socially Unskilled
164-24 The Relationship Between Coworkers’ Organizational Citizenship Behaviors and Employee’s Attitudes
201-12 The Effect of Ability Homophily on Individual Performance
248-1 The Impacts of OCBs on In-Role Performances in Teams
252 OCB: Going Beyond Traditional Models of Social Exchange

Judgment/Decision Making

56-28 The Social Dynamics of Rater Consensus: Individual Difference Effects
56-29 A Delay-Discounting Model of Preference for Variable Returns
56-30 Project-Specific Factors, Perceptions of Project Success, and Commitment Escalation
56-31 Effects of Selective Feedback in Personnel Selection Tasks
56-32 Anchoring Effects on Initial Salary Recommendations
263 Individual Differences and Decision Making at Multiple Levels of Analysis

Leadership

1 Plenary
7 Empowering Leadership: Theoretical Extensions Across Levels and Cultures
10-3 An Exploration of Managers’ Authority on Family Business Management Teams
10-4 Participative Management as an Indicator of Managerial Success and Derailment
10-5 Perceived Supervisor Loyalty and Transformational Leadership Effectiveness
10-6 Supervisor Support and HRM Practices: Substitutes for Senior Leadership Trust
10-7 Role of Followers’ Self-Concept in Leadership Effects on Follower Creativity
10-8 Relationship of O*NET Characteristics to Leader Derailment
10-9 Subordinates’ Egocentricity as a Moderator to Leader Categorization Theory
10-10 Core Self-Evaluations and Leader Emergence in the Self-Managing Teams
19 Leadership Development Along the Pipeline: Design, Development, and Integration
42-26 Identifying Skill and Ability Requirements Across Leadership Levels Using O*NET™
45 Unconventional Thinking About Leadership
72 Executive Assessment
78 Using Assessments for Leadership Development: Goals, Learnings, and Challenges
125 Intersecting Questions at the Leading Edge of Leadership Research
138 Leading Destructively: A Theoretical and Empirical Examination of Destructive Leaders
149-16 Employee Empowerment: From Managerial Practices to Employees’ Behavioral Empowerment
149-17 The Effects of Gender and Communication Style on Leadership Perceptions
149-18 Understanding the Motivational Implications of Team Leadership
149-19 Transformational Leadership and Psychological Capital: Implications for Performance and OCB
149-20 A Contingency Model of Self-Monitoring in a Racioethnically Diverse Context
149-21 Justice and Morale: How Leader Reward Behaviors Affect Employee Performance
149-22 Effects of Supervisor Support for Creativity on Employee Outcomes
149-23 The Mediating Role of Organizational Job Embeddedness
149-24 Relationships of LMX With Its Antecedents and Consequence Within Context
149-25 Leadership, Organizational Commitment, and Change Commitment: A Multilevel Investigation
149-26 Servant-Leadership and Team Performance, the Key Role of Humility
149-27 Downward Influence Tactics of Group Leaders Following a Merger
149-28 Emotional Intelligence and Leader Effectiveness: A Gender Comparison
149-29 Meta-Analysis of Emotional Intelligence and Transformational and Transactional Leadership
149-30 Leadership Developmental Level and Performance: An Investigation of Male–Female Differences
149-31 Leader–Member Exchange: A Longitudinal Analysis of Turning Points and Variability
149-32 Sharing Leadership: Examining Vertical and Shared Charisma in Organizations
159 Integrating Leadership and Organizational Justice: The Next Phase
163 The Importance, Assessment, and Development of Flexible Leadership
177 Holistic Approaches to Leadership Research
183 Content Analysis in Leadership Research: Advantages and Practical Considerations
201-13 Formal and Emergent Leaders’ Cognitive Accuracy in Social Networks
201-14 Predictive Utility of Peer- Versus Direct Report-Ratings of Derailment Tendencies
201-15 Power and Leader Self-Serving Behavior: Does Elevated Power Corrupt?
210 Antecedents and Consequences of Unethical Leadership
212 Measuring the Impact of Leadership Development
219 Cultivating Global Leaders: Selection, Development, and Preventing Derailment
228 Critical and Emerging Topics in the Study of Leadership
236 Emotions and Leadership
242 Forging the Leader’s Character
246-3 Political Skill as an Indicator of Managerial Success
246-4 The Development of a Taxonomy of Ineffective Leadership Behaviors
259 An Unbalanced Equation? Exploring Followership Within the Leadership Process
272 Leadership Development: Scientist–Practitioner Reports From the Field
273 Leadership in Groups and Teams: How and Why It Matters
276 Leadership Talent Management
278-3 An Investigation of U.S. Presidents’ Metaphor Use During Conflict
278-4 An Examination of High-Level Leader-Leader Interactions
278-5 Invisible Leadership: Gender, Emotional Intelligence, and Performance and Potential Ratings
278-6 A Qualitative Meta-Analysis of Leader Performance
278-7 The Role of Charismatic and Autocratic Leadership on Organizational Commitment
278-8 Criticism and the Reactions of Outstanding Leaders and Their Followers
278-9 Personality and Transformational Leadership: An Empirical Study in China
278-10 Reexamination of the Joint Relationship of Leader Consideration and Structure
278-11 Leadership, Employee Well-Being, and Organizational Citizenship Behaviors
278-12 Follower Characteristics and Leadership Preferences
278-13 Impact of Context on Charismatic, Ideological, and Pragmatic Leaders
278-14 Executive and Senior Leader Development: A Best Practices Review
278-15 Ethical Leadership at Work Questionnaire (ELW): Development and Validation
278-16 Toward an Integration of Leadership Theories
278-17 Leadership Influence Processes Across Levels in Knowledge-Based Organizations
278-18 Effects of Power-Based Leadership on Innovative Behaviors at Work
278-19 The Power Sharing Paradox: Participative Charismatic Leaders and Subordinate Dependency
278-20 Exploring Charismatic Leadership: A Test of Self-Concept Theory
278-21 Power and Leader Self-allocations: Can Powerless Leaders Also Be Corrupt?
278-22 Using Network Analysis to Investigate the Structure of Leadership Schemas
278-23 Why They Don’t See Eye-to-Eye: Meta-Analytically Examining LMX Agreement
278-24 Fortune Favors the Bold? Vision Rhetoric in Times of Crisis
278-25 Leader Behaviors as Predictors of Innovative Climate in Virtual Teams
278-26 Examining the Effects of Authentic Leadership Behavior Using 360 Assessments
278-27 When Positive and Negative Leader Affective Displays Benefit Follower Performance
278-28 Effects of GMA and LMX on Task and Contextual Performance
278-29 Authentic Leadership: An Integrative Definition and Attribute Profile
278-30 Need for Achievement and Leader Effectiveness: A Meta-Analysis
278-31 Authentic Transformational Leadership and Follower Moral Decision Making
279 Beyond the Numbers: Engaging Corporate Leaders in Employee Research Findings
286 Predicting and Developing Leader Social Awareness and Influence
290 Multi-Level and Multi-Perspective Research in Leader–Member Exchange
298 Closing Conference Address

Legal Issues/Employment Law

24 Adverse Impact, Practical Significance, and Validation Evidence: Issues and Options
43 Adverse Impact: A Review of Practical, Statistical, and Legal Issues
123-6 Public Versus Private: Does Employment Discrimination Differ Between the Sectors?
123-7 Interests, Rights, and Power in Employment Lawsuit Dispute Resolution
157 Update in Wage and Hour Litigation
185 International Perspectives on the Legal Environment for Selection

Measurement/Statistical Techniques

21 Multilevel Modeling: Application to Cross-Sectional and Longitudinal Designs
114 Update on Neural Networks in I-O Psychology
132-2 IRT Model for Recovering Latent Traits From Forced-Choice Personality Tests
132-3 Regression-Based Techniques for DIF Screening of Likert-Type Items
132-4 Methods for Reducing the Length of 360-Degree Instruments
132-5 Comparison of Weights in Meta-Analysis Under Realistic Conditions
132-6 Comparing Translations of the OLBI: Toward Informed Occupational Health Measurement
132-7 Interrater Discussion and the Interpretation of Agreement Statistics
132-8 Initial Testing of the Workgroup Emotional Intelligence Profile-Short (WEIP-S)
132-9 Power of AFIs to Detect CFA Model Misfit
132-10 The Effects of Careless Responding in a CFA Framework
132-11 Do the Number of Groups Being Compared in ME/I Matter?
132-12 Sample-Size and Extraction Method Influences on Stability of g-Loadings
132-13 Middle Category Endorsement: Item Antecedents, Cognitive Effort, and Preferred Meanings
132-14 Reassessing Organizational Climate: A Multilevel, Latent Variable Formulation
132-15 Testing Cross-Level Moderations on Small Groups: Power and Sample Biases
145 Psychometric Properties of Conditional Reasoning Tests
199 Estimating Subscales Using IRT
225 A Comparison of Fixed-, Random-, and Mixed-Effects Models in Meta-Analysis

Motivation/Rewards/Compensation

8 Contingent Incentives...Good or Bad for Work Motivation?
27 Optimizing HR: Tracking the Return on Investments in People
41-1 Age Differences in Work Motivation
41-2 Developing Motivation Theories: Conscious, Chronic, and Nonconscious Achievement Goals
41-3 The Pygmalion Effect’s Influence on Motivation, Goal Orientation, and Performance
41-4 Motivation and Performance: Test of an Integrative Theory
80 Innovative Applications of Job Fit to Organizational Needs
96 Self-Determination Theory in the Workplace
128 Factors That Effect Personal Goals and Self-Regulation Processes Over Time
132-16 What is Mastery-Avoidance? A Meta-Analysis
132-17 Individual and Collective Psychological Ownership Within the Job Design Context
132-18 Goal Orientations and Performance: Within-Person Variability and Relationships
132-19 Task Uncertainty as Moderator for ProMES Effectiveness: A Meta-Analysis
132-20 Self-Role Fit: A Self-Determination Perspective on Work Meaning
132-21 Goal Orientation and the Development of Entrepreneurial Spirit
132-22 Predicting Test Performance From Achievement Goal Orientations and Positive Affect
132-23 Development and Validation of a Work-Based Regulatory Focus Scale
132-24 Causality Orientations and Basic Need Satisfaction as Predictors of Self-Determination
132-25 Getting Along at Work: The Predictive Value of Communion Striving
132-26 Implicit Identities Predict Supervisor-Rated Work Outcomes and Relationships
132-27 The Effect of Subconscious and Conscious Goals on Employee Performance
132-28 Facets of Psychological Ownership: Evidence of Construct Validity
132-29 Pay and Task Performance: The Role of Individual Differences
146 Performance Approach-Avoidance Motivation and Task Performance
164-25 Perceptions of Social Influence Impact Coworker Attraction and Helping Behavior
207 Frontier Series Work Motivation: Past, Present, and Future
241 Advances in Regulatory Focus Research
283 Distinguished Early Career Contributions Award Winner: Motivation in and of Teams: A Multilevel Journey

Occupational Health/Safety/Stress & Response

9 Individual–Organizational Health: Keynote Session
33 Individual–Organizational Health: Consequences of Mergers, Acquisitions, and Downsizing
44 Individual–Organizational Health: Leading for Health
61 Individual–Organizational Health: Selecting for Health and Safety
75 Individual–Organizational Health: Integrating Health Into Work-Nonwork Research and Practice
86 Individual–Organizational Health: Tale of Academic–Practitioner Collaboration in Occupational Safety
109-1 Dirty Work and Animal Shelters: Euthanasia-Related Strain and Coping Strategies
109-2 Reactions to Prescription Drugs and Medical Marijuana Among Nurses
109-3 Safety Climate and Safety Performance in UK-Based SMEs
109-4 Organizational Climate and Burnout: The Mediating Role of Interpersonal Aggression
109-5 Effects of Role Ambiguity and Supervisor Support on Safety Performance
109-6 Stress, Need for Recovery, and Ineffective Self-Management
109-7 The Effects of Exercise on Job Satisfaction: Mood Mediation Effects
109-8 Financial Decision Makers’ Perceptions of Safety Performance, Programs, and Personnel
109-9 Performance Under Acute Stress: The Role of Individual Differences
109-10 Work Stressors, Role-Based Performance, and Support Climate: A Moderated Model
109-11 Hell is Conflict With the Supervisor?
109-12 Personality Correlates With Safety Supervisor Ratings in Multiple Job Settings
109-13 The Effects of Partner Aggression on Work Withdrawal
109-14 Job Stress in Gender and Occupational Groups
109-15 Workplace Incivility in Chinese Employees: The Role of Core Self-Evaluations
109-16 Goal Orientation and Approach-Avoidance Motivational Systems as Predictors of Burnout
109-17 The Interaction Between Personality and Person–Job Fit on Strains
109-18 Mediators of Relationship Between Stressors and Psychological Outcomes
109-19 Organizational Justice and Psychological Distress: Test of Moderating Effects
109-20 Craving Fat–A Look at How Stressors Impact Eating Behavior
109-21 Economic Stress and Turnover in American and Chinese Employees
109-22 Role Overload and Underload in Relation to Stress and Health
109-23 Reactions to Prescription Drugs and Medical Marijuana in the Workplace
109-24 Convergent and Discriminant Validity of the Workplace Exclusion Scale (WES)
109-25 Expanding the Challenge-Hindrance Stressor Framework: Examining Turnover and OCBs
109-26 When Self-Identity Meets Occupational Stress
109-27 The Stress in General Scale Revisited: A One-Factor Structure
121 Occupational Health in Organizations
134 Reversing the Flow: How Customer Behaviors Impact Service Employees
148-1 Explaining Errors in Airport Baggage Screening: The Vigilance Reinforcement Hypothesis
148-2 Extending the Consideration of Future Consequences to Safety Outcomes
148-3 Interactive Effects of Safety Constraints, Safety Uncertainty, and Verbal Exchanges
148-4 Employee Participation and Workplace Safety: A Multilevel Analysis
201-2 S. Rains Wallace Winner: Integrating Personality, Climate, Regulatory Focus, and Safety and Production Performance
201-16 Work–Family Conflict’s Relationship With Workplace Cognitive Failure and Safety
203 Distinguished Early Career Contributions Award Winner Sweat the Small Stuff: The Effects of Managers on Employee Health, Motivation, and Happiness
226 Safety in Organizations: Moderators and Mediators of Safety Climate
250 Relationships Between Supportive Work Environments and Worker Safety Outcomes
269 Occupation/Industry Focused Studies of Safety Climate

Organizational Culture/Climate

12 Moving the Culture Needle: A How-To Discussion
107 Workplace Civility and Incivility: Implications for Healthcare
117 Associate Engagement in Asia–Myth or Mystery
181-4 Newcomers’ Socialization in China: Relationship and Open Conflict Values
266-3 Social Context and Performance: An Examination of Causal Priority
266-4 How Far Is Far? Relational Distance as a Multidimensional Construct
266-5 A Critical Look at Ourselves: Reviewing Gender, Satisfaction, and Performance
266-6 Profiles of Organizational Culture: The Variable Effects of Consistency
266-7 A Meta-Analysis of Climate for Service and Customer-Perceived Outcomes
266-8 The Pattern of Safety Climate in Hospitals Predicts Patient Harm
266-9 Relationships Between Constituency Specific Climate, Affective Commitment, and Citizenship Behaviors
266-10 Beyond Applicants: Outcomes of Employer Branding Among Employees
266-11 Equal Opportunity Climate Strength as a Moderator of Climate-Outcome Relationships
266-12 Diversity in Personality as an Antecedent to Team Climate Strength
266-13 Perceptions of Organizational Politics: A Meta-Analysis
266-14 Understanding Knowledge Transfer Within Organizations: The Knowledge Transfer Environment
266-15 Relationships Between Organizational Climate, Collective Affective State and Organizational Performance
296 Innovative Use of Survey Data for Organizational Change and Restructuring

Organizational Justice

10-11 Understanding How Contract Workers Form and Respond to Justice Perceptions
10-12 Leader–Subordinate Chronic Self-Concept Fit and Justice Perceptions
10-13 Why Does Procedural Justice Influence Citizenship Behavior?
10-14 You, Me or We? Identity and Unfair Treatment in Groups
10-15 Applicant Reactions Within a Promotional Context: Theory and Future Direction
10-16 Understanding Performance Appraisal Litigation: Does Justice Explain Wrongful Discharge Rulings?
10-17 Justice in Memory: Changes in Justice Perceptions Over Time
10-18 The Impact of Self-Esteem Threat on Interactional Justice Behavior
10-19 The Mediating Effects of Overall Justice: A Longitudinal Investigation
10-20 Earning Your Inducements: Contributions in a Psychological Contract
10-21 Curvilinear Effects of Locus of Control on Perceived Organizational Justice
10-22 Perceptions of Distributive Justice: Egoistic or Egocentric?
10-23 Contextual Variable in Fairness Theory: A Policy-Capturing Approach
10-24 Politics, Justice, and Citizenship: Does Justice Make Workers More Considerate?
10-25 Justice-Based Service Recovery for Double Deviations: An Experiment
10-26 The Relationships Between Leadership, Decision Making, and Organizational Justice
10-27 Reactions to Inequity: The Role of Social Relationships at Work
46 Studying Organizational Justice Through a Kaleidoscope of Theoretical Lenses
79 Ethics in Organizations: Context and Authority Effects on Employees
98 Organizational Justice
201-17 The Effects of Group-Level Leader–Member Exchange on Interactional Justice Perceptions

Organizational Performance/Change/Downsizing/OD

26 Leveraging Employee Survey Measures During Transformation: What Is Working?
28 Comparison of Closed Versus Open Succession Management Processes in Organizations
55 The Best Laid Plans: Action Planning in the Real World
74 Improving Organizational Effectiveness and Innovation Through Social Networks
97 Perspectives on the Engagement Journey: Implementation Strategy and Tactics
132-30 Identification of Integration Success Utilizing CFA and IRT
133 Leading Change From Different Levels of the Organization
164-26 Perceived Instrumentality of an Intervention: How Important Is Metacognitive Feedback?
186-27 In Search of the Antecedents to Organizational Change
186-28 Effect of Stages of Change on Reactions to Organizational Change
186-29 The Relationship Between Empowerment and Productivity Gain
191 Unveiling the Intangible: Use of Social Network Analysis in Organizations
234-1 Effects of Fit and Change Characteristics on Resistance to Change
234-2 Understanding Resistance to Change: Considering Followers’ Dispositions and Leadership Styles
234-3 Resistance to Organizational Change: Toward a Multidimensional Conceptualization
234-4 Employees’ Psychological Reactions To Organizational Change
268 How People Change: The Transtheoretical Model of Behavior Change

Performance Appraisal/Feedback

84 Business-Driven 360-Degree Feedback
126 Examining the Psychometric Soundness of Multisource Ratings: Alternate Approaches
154 Performance Management Processes That Drive Business Results
161-1 A Multilevel Modeling Alternative to Aggregation in 360-Degree Feedback
161-2 Using IRT to Evaluate and Modify MSF Instruments
161-3 Conceptual Equivalency and Interrater Reliability in 360 Leadership Assessment
161-4 Rating Behaviors in a 360 Assessment: Estimation Patterns and Convergence
189 Feedback Environment and Feedback Seeking: The Role of the Trusted Supervisor
201-18 Effects of Subordinates’ Cultural Value Orientations on Feedback Ratings
266-16 Rater Personality and Performance Dimension Weightings
266-17 Predicting 360-Degree Congruence
266-18 Antecedents and Consequences of Performance Appraisal Supervisor Discomfort: Field Sample
266-19 Evaluating Frame-of-Reference Training Effectiveness Via Performance Schema Accuracy
266-20 Integrating Performance Appraisal and Development: A Model for the Future
266-21 Multisource Feedback: Reconceptualizing Leader Assessment Within and Across Rater Categories
266-22 Rating Bias and Differential Prediction
266-23 A Comparison of Online and Traditional Performance Evaluation Systems
266-24 Reconceptualizing 360 Tools as Criteria: Applications for Validating Assessment Centers
266-25 Effects of Subjective Feedback on Subsequent Ratings and Objective Performance
266-26 Investigating Antecedents of Feedback Seeking: From the Subordinates’ Perspective
266-27 Antecedents and Consequences of the Feedback Environment
266-28 Rater Teams, Perceived Dimension Subjectivity, and Assessment Center Participant Motivation
266-29 The Measurement of Self-Awareness in Organizations Using Multisource-Feedback Assessment
266-30 Impact of Task Significance, Autonomy, Value Congruence on Productivity Gain
266-31 Goal Orientation Moderates the Feedback Environment/Feedback-Seeking Link
266-32 Testing the Temporal Limits of a Structured Free Recall Intervention

Personality

14 Complex Problems, Simple Solutions: Contemporary Research in Applicant Faking Behavior
35 Examining Faking Using Within-Subjects Designs and Applicant Data
49 Personality in the Workplace: Advances in Measurement and Assessment
52-1 Response Distortion in Frequency-Based Versus Traditional Personality Measurement
52-2 Assessing Personality Scores in Applicant Settings: A DIF Analysis
52-3 Testing the Measurment Equivalence of Personality Traits Across Cultures
52-4 The Hidden Costs of Speeding Personality Measures
68 Alternative Methods of Assessing Noncognitive Predictors
147 Face It: The Predictive Validity of Personality Facets
201-19 Exploring How Response Distortion of Personality Measures Affects Individuals
239-3 Validity of a Contextualized Conscientiousness Scale for PhD Candidate Performance
239-4 Egoism, Sensation Seeking, and the HEXACO Model of Personality
239-5 A Meta-Analysis of Causes and Consequences of Organization-Based Self-Esteem
239-6 Core Self-Evaluations and Job Design as Determinants of Organization-Based Self-Esteem
239-7 The Core Self-Evaluation Scale: Further Construct Validation Evidence
239-8 Achievement Values and Academic Performance
239-9 Conscientiousness-Cognitive Ability Relationships: Does the Number of Response Options Matter?
239-10 Does One Construct Fit All in Personality Testing?
239-11 Proactive Personality and Feedback Seeking
239-12 Economic and Hypothetical Dictator Game: Effects at the Individual Level
239-13 Investigating Structure Level and Interview Validity in Assessing Big Five
239-14 Work Ethic and Differential Item Functioning for Males and Females
239-15 Similarity of Personality Measures: A Bare-Bones Look at Nomological Nets
239-16 Personality and CWB: Narrowing the Profile of Deviant Employees
239-17 Personality Remix: Integrating Variable-Centered and Person-Centered Approaches to Personality
239-18 Development of the WorkKeys Talent Assessment Scales and Indices
239-19 Spontaneous Trait Inferences and Organizational Actions: Further Explicating Organizational Personality
239-20 Changing the Focus of Autonomy: The Role of Regulatory Focus
239-21 The Error Orientation Questionnaire: A Motivational Perspective on Validity
239-22 Main and Interaction Effects of Personality and P–O Fit
239-23 IAT and Self-Report Trait Measures in a Selection Context
239-24 Validity of Personality Trait Interactions for Predicting Managerial Job Performance
239-25 Correlates of Proactive Personality: A Meta-Analysis
239-26 Core Self-Evaluation in China: Predicting Job Satisfaction and Job Performance
239-27 Personality and Performance in Web-Based Training
239-28 Influences of Cognitive Abilities on the Effectiveness of Faking Traits
248-2 Personality Correlates of Impression Management Tactic Use
248-3 Effects of High Self-Esteem and Empathy on Forgiveness
248-4 Enhancing the Role of Extraversion for Work-Related Behaviors
248-5 The Predictive Validity of Personality: New Methods Produce New Results
248-6 When Getting Ahead Means Getting Along
248-7 Personality Architecture: Applying a Social-Cognitive Model to the Work Context
248-8 Increasing the Utility of Personality Variables by Capturing Nonlinear Effects
248-9 Situational Content Moderates the Association Between Personality and Behavioral Effectiveness
248-10 Attributional Style in the Chinese Work Population
248-11 Investigation of Personality and Career Satisfaction of Human Resource Professionals
248-12 When Proactive Personality Begets Social Capital: A Longitudinal Investigation
274 Applicant Faking Behavior Through the Practitioner’s Lens
295 Regulatory Focus: Understanding Relationships With Individual Differences and Behavior

Research Methodology (e.g., surveys)

2 Statistical/Methodological Myths and Urban Legends III: The Saga Continues
6 Issues in IRT
30 Issues in Multilevel Research
89 Dynamic Research in I-O Psychology
132-31 Too Good to be True? Detecting Spurious Effects in Surveys
132-32 Antecedents of Anonymity Perceptions in Web-Based Surveys
142 Conceptual and Methodological Issues in Analyzing Changes Over Time
206 How I-O Psychology Can Contribute to Evidence-Based Management
232 Write, for These Words Are True: Uncovering Complexity in I-O
249 Constructive Use of Comments in Organizational Surveys: A Targeted Tutorial

Staffing (e.g., recruitment, applicant reactions, selection system design, succession,/workforce planning, etc.)

31 Occupational Analysis in a Rapidly Changing Workplace: O*NET System Implications
32 Implementing Selection Systems Across Multiple Locations: Challenges Faced, Lessons Learned
63 Emerging Issues in I and O Psychology Research
64 Exploring Testing Environment Effects Beyond the Proctored Versus Unproctored Distinction
73 What Happens After Job Loss? Process-Oriented Perspectives on Job Search
90 Advances in Front-Line Leader Selection
104 Beyond the Cover Story: Research-Grounded Insights Into Millennial-Generation Employees
112 Internet Testing: Current Issues, Research, Solutions, Guidelines, and Concerns
123-8 Hiring and Performance Consequences of Offer Delay: An Archival Study
123-9 Applicant Reactions to Web-Based Selection Systems
123-10 Implicit Egotism in Selection
123-11 Person-Organization Fit as a Mediator of Culture Perceptions and Attraction
123-12 The Usefulness of Biodata for Predicting Turnover and Absenteeism
123-13 Relationships Between Job Applicant Dishonesty and Work and Non-Work Deviance
123-14 Work-Status Congruence: Implications for Supervisor–Subordinate and Organizational Outcomes
123-15 Data Mining in Organizational Research: A Career Decision-Making Illustration
123-16 Recruitment Stage, Organizational Attraction, and Applicant Intentions
123-17 Preferences and Job Performance: Predicting What People Choose to Do
123-18 Changing a Negative Employment Reputation: A Longitudinal Approach
123-19 Perceptions of Affirmative Action and Socioeconomic Status-Based Selection Programs
123-20 Applicant Reactions to Employment Interviewer Note Taking
123-21 A Test of Image Congruity Theory and Organizational Attraction
123-22 Selection Interviewer Judgment and Personal Fear of Invalidity
123-23 Applicant Reactions to Rejection: Fairness and Attributional Style as Moderators
123-24 Direct and Indirect Effects of Selection Expectations on Applicant Attraction
123-25 Predicting Job Performance From the Interaction Between GMA and Neuroticism
123-26 Effects of Causal Attributions on Applicants’ Perceptions and Organizational Consequences
123-27 Fancy Job Titles in Recruitment Advertisements: How Do Salespersons React?
123-28 Investigating Antecedents and Outcomes of Word-of-Mouth as a Recruitment Source
123-29 In the Eye of the Beholder: Antecedents of Applicant Perceptions
123-30 Predicting Social Skill From Personality Dimensions
123-31 Multiple Predictors of Applicant Reactions in a Promotional Setting
139 Executive Succession: Real-World Challenges
151 English Language Proficiency and Cultural Issues in U.S.-Based Selection Assessment
166 Does Age Really Matter? Generational Differences in the Workplace
176 What Companies Are Really Doing About the Generation Gap
193-1 Internet Recruiting: Effects of Web site Features on Organizational Culture Perceptions
193-2 Applicant Perceptions of Recruitment Sources: A Cross-Cultural Comparison
193-3 Recruitment Information Sources, the Theory of Planned Behavior and Job Pursuit
193-4 Recruiting on Corporate Web Sites: Perceptions of Fit and Attraction
201-20 Indirect Range Restriction: Recalibrating the Validities of GMA and Personality
216 Personnel Selection for High-Risk Occupations: Our Current State
218 Assessment Best Practices, Challenges, and Considerations in the Sales Industry
222-4 Body Art in the Workplace: A Scenario-Based Experiment
230 The Role of Unstructured Information in the Employment Interview
240 Onboarding New Executives: Rationale, Current Practices, and Trends
257 Integrating Conditional Standard Errors of Measurement Into Personnel Selection Practices
261 That Can’t Be True! Detecting Faking Using Bogus Items
280 Implementing New Technology Into Different Organizations’ Selection Systems
281 The Role of Employer Image on Recruitment Processes and Outcomes

Strategic HR/Utility/Changing Role of HR

25 Cutting-Edge Talent Management Practices in Organizations
51 Life in a Consortium: Using Benchmarking to Drive Organizational Change
60 Bridging the Scientist–Practitioner Gap: Senior Executives Identify Critical Research Needs
87 Talent Management and Enterprise Software: Trials, Tribulations, and Trends
123-32 Do Human Resource Management Practices Matter? A Meta-Analysis
155 I-O Innovations in the Intelligence and Defense Community
169 Conducting Applied I-O Research: Pitfalls and Opportunities
239-29 Relationships Between Perceived HR Practices, Person–Environment Fit, and Employee Outcomes
254 Generation Gap Challenges and Opportunities Arising From the Demographic Shift

Teaching I-O Psychology/Student Affiliate Issues/Professional Development

10-28 Technology and Supplemental Readings Used in Undergraduate I-O Psychology
10-29 Able But Not Willing? Teamwork Aptitude and Interest Meet Head-on
10-30 Quantitative Examination of Trends in I-O Psychology 2001–2005
10-31 Laying Down the Law: Educating Undergraduates on Employment Legal Issues
10-32 Teaching Psychology in the Work Context
18 Helping Organizations Who Help Others: Making a Difference With I-O
48 The Current State of Master’s Level Education in I-O Psychology
53 Teaching and Training of I-O Psychologists
58 I-O War Stories: Facing and Learning From Professional Mishaps
77 Experiential Learning: Grounding Ourselves in Research
94 Service Learning as an I-O Teaching Method: Stakeholders’ Lessons Learned
124 Developing Applied Experiences for Undergraduate and Graduate I-O Psychology Students
135 Executive Committee Invited Session: Education and Training in I-O Psychology: Open Meeting of Educators
167 Maintaining Sound Science in Business: Strategies for Newly Minted I-Os
170 Key Elements of Successful Applied Experiences During Master’s Level Training
187 Reviewing the Reviewers: Editors’ Reflections on Reviewer Comments
192 When I-O Isn’t *Officially* Your Job
208 Keynote Address: Preparing for the Future: A Critical-and-Constructive Look at I-O Education
217 A Special Debate on the State of I-O Training
238 Meeting Stakeholder Needs: Views From Industry, Consulting, and Academia
265 Innovations in I-O Teaching and Curricula
277 Connecting Education to Practice
292 The Future of I-O Education: Theme Track Integration and Open Forum
293 Getting Your Feet Wet: Master’s and Undergraduate Internship Experiences

Testing/Assessment (e.g., selection methods; validation; predictors, etc.)

4 Evidence of Validity and Best Practices for Utilizing Unproctored Assessments
5-1 Toward Understanding Race Differences in Validity of Cognitive Ability Tests
5-2 Ignoring the Spearman-Jensen Effect Leads to Erroneous Test Bias Conclusions
5-3 Reducing Adverse Impact Using a Nontraditional Cognitive Ability Assessment
5-4 A New Approach to Assessing Test Bias
40 Individual Assessment: Does the Research Support the Practice?
66 Validation Research Strategies: Ensuring Situational Sufficiency and “Appropriate” Professional Rigor
92 The Fourth Dimension: How Response Times Impact Test Performance
93 Test Validity: A Multiple Stakeholder Approach
105 Driving International Selection Excellence: Practical Lessons in Global Implementation
116 Computer Adaptive Testing (CAT) and Personnel Selection
137 Applicant Retesting Policy: Key Considerations and Best Practices
158 Current Issues in Internet Assessment–The Providers’ View
160 Assessments Used for Employee Development: Individual and Organizational Outcomes
165 Reexamining Assessment Centers: Alternate Approaches
188 Development of a Multi-Agency Certification System for DoD Adjudicators
197 Developing Selection Testing Systems: When Things Get Tough
202 Lights, Camera, Action: How To Develop a Video-Based Test
224-1 Which Golf Tournaments Are the Best Tests of Player Ability?
224-2 A Method Factor Predictor of Performance Ratings
224-3 Assessing Occupational Knowledge Using SJTs Derived From Job Analysis Questionnaires
224-4 Predictors of Maximum and Typical Performance and Intraindividual Performance Variability
224-5 Personality Test Administration Format: A Role in Socially Desirable Responding?
224-6 Item Desirability Instructions and Forced-Choice Personality Measure Development
224-7 Simplifying Situational Judgment Test Construction: Methodology and Validation
224-8 Moderators of the Intelligence-Performance Relationship: Age and Experience
224-9 Hybrid Scoring for Situational Judgment Tests Designed to Evaluate Training
224-10 The Development and Investigation of an IAT for Workplace Integrity
224-11 Changing Gears: Modeling Gender Differences in Mechanical Comprehension Test Performance
224-12 Proctored Versus Unproctored Online Personality Testing
224-13 Two Validation Studies of a School Teacher Selection System
224-14 Empirical Review of Employment Interview Constructs
224-15 Revisiting P=f(AxM): The Roles of Tenure and Performance Domain
224-16 The Nature of the Experience Tapped by Biographical Data Questions
224-17 Cognitive Predictors of Performance in an Applied Multitasking Environment
224-18 Aggregating Up To Dimension Scores in Assessment Centers
224-19 Communicating the Predictive Power of Selection and Admissions Measures
224-20 Examining Alternate Scoring Formats of Situational Judgment Tests
224-21 Understanding Employment-Related Motivational Distortion Through Factor Analytic Techniques
224-22 An Investigation of Influence of Test-Taking Fatigue on SJTs
224-23 An Examination of the Previsor Employment Inventory for Publication Bias
224-24 Snap Decisions in the Employment Interview
224-25 Observation of Performance: Implications for the Validity of Personality
224-26 Examining the Effects of Stereotype Threat on Test-Taking Behaviors
224-27 Using a Difficulty-Anchored Rating Scale in Performing Angoff Ratings
224-28 What’s in a Blank: A Test of Demographic Assumptions
224-29 Using a Structured Letter of Reference to Predict Performance
224-30 Do Respondents Perceive a Difference Between SJT Response Instructions?
224-31 Does Faking Affect Personality Measures’ Factor Structure: An Empirical Investigation
224-32 Extraversion as a Predictor of Procedural Justice Perceptions
229 Assessment Center Validity: Where Do We Go From Here?
239-30 Personality Differences Across Ethnic Subgroups Among Applicants to Unskilled Roles
244 Validity/Practical Implications for Call Center Agent Job Simulations
247 Juggling Act! Competing Demands in Applied I-O
248-13 Testing Linearity in the Upper Tail in Three Large Datasets
248-14 Self-Efficacy’s Effects on Performance and Differential Prediction
248-15 Breaking Down Emotional Intelligence: A Meta-Analysis of EI and GMA
248-16 Using Structured Employment Interviews to Predict Task and Contextual Performance
248-17 Using Empirical Keying to Score Personality Measures
248-18 A Selection Tool for Soldier Training: Longitudinal Development and Validation
248-19 DIF Detection With MACS: Effectiveness And Efficiency of Two Approaches
248-20 Multi-Study Investigation of Situational and Behavior Description Interview Constructs
248-21 Incremental Validity of Work-Sample Measures Beyond Personality and Cognitive Ability
248-22 Blending Science and Practice in Developing an Assessment Instrument
248-23 Use of Student–College Fit in College Admissions: Predictive Validity Investigations
248-24 Effects of Assessor Rotation on Interview and AC Construct Validity
248-25 Development and Validation of the Composite Emotional Intelligence Measure (CEIM)
248-26 Crossing GMA and Work Samples: Hybrid Tests as Multimodal Conceptualizations
248-27 Explaining the Psychometric Properties of Structured and Unstructured Interviews
248-28 Temporal Stability and Retest Effects Across Personnel Selection Methods
248-29 Job-Incumbent Perceptions of Faking on Noncognitive Inventories
248-30 Predicting Counterproductive Workplace Behavior With Narrow Facets of the HEXACO
248-31 The Impact of Retesting on Various Clerical Tests
248-32 Ideal Point Models for Item Responding in Vocational Interest Inventories
260 Measuring Information and Communication Technology Literacy
270 Benefits and Challenges of Online and Unsupervised Adaptive Testing
271 Recent Research on Retesting and Its Implications for Selection
282 Comparing Empirical Keying Methods
291 SJTs Aren’t Just for Selection: Use in Development and Training

Work and Family/Non-Work Life/Leisure

15 Exploring Linkages Between Diversity and Work–Family Research
22-1 Telecommuting and Job Satisfaction: Investigation of Work/Life Balance and Workaholism
22-2 Investigating Work/Home Segmentation, Telework, Organizational Commitment and Turnover Intentions
22-3 The Influence of Telework on Work–Family Balance and Job Performance
22-4 A Meta-Analysis of the Effects of Telecommuting on Employee Outcomes
29 New Perspectives on Individual Differences in Work–Family Research
54 Work–Family Affective Experiences That Reduce Conflict and Improve Health
99 Work–Life Balance: Good Research/Good Practice
144 The Benefits of Nonwork Experiences for Employee Health and Performance
180 Creating a Culture of Work-Life Flexibility
186-30 Does Work Engagement Increase During a Short Respite?
194-17 Supportive Work Environments and Work-Family Enrichment: Evidence From German Hospital Workers
194-18 Examining Relations Between Work–Family Conflicts and Burnout: A Stress-Appraisal Perspective
194-19 Role Expectations, Coping, and Stress: Personality and Work/Family Conflict
194-20 Affectivity, Work–Family Balance, and Job-Related Outcomes Over Time
194-21 Measurement Invariance of Three Work–Family Conflict Scales Across Gender
194-22 Impact of Comparative Work–Family Practice Availability on Employee Attitudes
194-23 Family-Supportive Organization Perceptions, Multiple Work–Family Conflict Dimensions, and Employee Satisfaction
194-24 Relationships Between Planning Behavior and Job Performance, Job Satisfaction, and Work–Life Conflict: The Moderating Role of Control at Work
194-25 Construct Validation of Family-Interference-With-Work Measures
194-26 Spillover and Crossover Effects of Work–Family Conflict for Chinese Couples
194-27 Family Supportive Organizations and Job Satisfaction Cross Culturally
194-28 Older Working Couples: Crossover Effects of Job Control on Well-Being
194-29 A Model of Work (WEIP-S)Family Gains Among Working Mothers
194-30 Coworker Informal Work Accommodations to Family: Scale Development and Validation
194-31 Job Favorability and Attractiveness as a Function of Work Flexibility
194-32 The Positive Side: Predictors of Positive Work–Family Spillover
201-21 Work–Family Conflict or Segmentation? A Meta-Analytic Comparison of Opposing Theories
204 Implementing Strong Research Designs in the Work–Family Interface
235 Work–Family Interface
278-32 Leader–Member Exchange and Work–Family Interactions: The Mediating Role of Stress