What is I-O?

This symposium focuses on various types of team interventions designed to enhance team performance. Conceptual models of work team effectiveness provide the framework in which empirical studies of the following team interventions are presented: team member selection, work redesign, training, and leadership. Theoretical, methodological, and practical issues are discussed.

John E. Mathieu, Pennsylvania State University, Co-Chair
Susan Mohammed, Pennsylvania State University, Co-Chair
Scott I. Tannenbaum, SUNY at Albany, Team Interventions for Promoting Team Effectiveness
Michael A. Campion, Purdue University, Frederick Morgeson, Purdue University, Designing Teams from the
            Task Up
Susan Mohammed, Pennsylvania State University, John E. Mathieu, Pennsylvania State University, Bart Bartlett,
            Pennsylvania State University, Greg Loviscky, Pennsylvania State University, Adam S. Rosenberg,
            Pennsylvania State University, Sophia Cho, Pennsylvania State University, Tamara L. Williams,
            Pennsylvania State University, Jason Probber, Pennsylvania State University, The Effect of Team
            Building and Task Training Interventions on Multidimensional Team Performance Criteria
Frederick Morgeson, Purdue University, Leadership Intervention in Teams: The Form and Function of Event
            Management
Richard A. Guzzo, University of Maryland, Discussant

The process linking organizational citizenship behavior (OCB) with performance judgments was investigated. In a laboratory and field study, liking and perceived commitment mediated the relationship between OCB and overall evaluation and liking mediated the relationship between OCB and reward recommendations. Additionally, the motive attributed to OCB mediated OCB and overall evaluation.

While revising the work subscale of the JDI, stress- and control-related items (in the existing subscale and those added as test items) yielded interesting insights into the constructs. Confirmatory factor analyses supported a three-factor model consisting of work satisfaction (the revised work subscale), work stress, and work control.

This study investigated the relationship of work and nonwork satisfaction. Composite scores were created using satisfaction factors. Various profiles were identified by subgrouping individuals on the basis of their composite scores and subsequently compared to previous profiles. Profiles were differentiated on work-related variables, nonwork-related variables and past background variables.

Meta-analysis was used to examine the influence of organizational structure on satisfaction, commitment, and performance. The moderating influence of organizational size and technology were also examined. Results indicated that organizational structure had only a limited effect on these outcomes.

We investigated the influence of information legitimizing the procedures versus the outcome on observers’ reactions to an undesirable organizational decision. Whereas both components were necessary, and neither sufficient, to mitigate perceptions of outcome unfairness, procedural information was both necessary and sufficient to influence evaluations of the organization.

The relationships among job demands, job stress, and executive job search were investigated. Covariance structure analysis confirmed a model in which job demands were related to positive and negative stress and positive and negative stress were differentially related to job search. Implications of the findings are discussed.

Management researchers were surveyed to assess the importance and frequency of various co-author behaviors. Factor analysis of data generated in exploratory focus groups indicated that scholars perceived co-authorship behavior to consist of three dimensions: consideration, egocentricity, and dependability. Implications for co-authorship in management are discussed.

Irrational job beliefs are viewed as information individuals have about their jobs that may interfere with goal attainment. A reliable and valid instrument was developed that assesses these job beliefs based on the nomological network. Contributions to research and practice are illustrated.

The goal of this investigation was to examine the affective determinants of job satisfaction. Correlations between affectivity and job satisfaction measures were examined by cumulating research findings across studies. Results indicate that 10%–25% of variance in job satisfaction can be due to individual differences in affectivity.

We examine relations between five contextual characteristics and the creativity of 144 employees. In addition, we investigate the degree to which four types of employee affect mediate these relations. Results show statistically significant associations between creativity and the five contextual characteristics, and indicate that positive mood explains these relations.

Hugo Munsterberg may have been the first to outline a comprehensive model for industrial psychology. The theoretical bases upon which he determined this outline and the methods of psychometrics that he employed in his testing of it are explored in this historical review.

This paper suggests that in order to evaluate stimuli, individuals employ several "core-evaluations" which may be considered dispositional tendencies. These dispositions form one network named "core self-evaluations" and through its influence on stimuli-evaluations, has either enhancing or detrimental effects on individuals’ levels of motivation and performance.

This study further defines the construct of goal orientation as it relates to self-esteem level, self-esteem stability, and ego resiliency. In general, hypotheses regarding the dimensionality and correlates of goal orientation were supported. Implications for work motivation are discussed.

Officer reactions to an undercover selection system were analyzed on 271 officers. Qualified officers given undercover assignments had higher procedural justice perceptions and outcome satisfaction than other officers in the qualified applicant pool. Procedural and distributive justice perceptions were related to undercover officer’s job performance, job satisfaction, and organizational commitment.

Self-, peer, and supervisory judgments of affective and continuance commitment of 78 administrators were studied. Internal relations, evaluated using the composite direct product approach, suggested high self-peer convergence and moderate supervisor-peer and supervisor-self-convergence. Relations of commitment with job performance showed self-peer overlap but unique predictive validity of supervisory judgments.

Currently, the literature lacks a quantitative review of the Pygmalion effect in work organizational settings. The present meta-analysis found an overall d for the Pygmalion effect in work organizations of 0.51. Moderator analyses revealed stronger effects when the initial level of performance was low and when a contrast group was not present.

Describes an undergraduate I-O course taught over the Internet for the past 4 years. Although many course features are standard, class occurs on a Usenet group and the Internet is used as a library and for virtual field trips. Challenges and rewards of virtual teaching are discussed.

Previous research has suggested that social climate perceptions are related to job satisfaction and affective commitment. The current study examined the moderating effects of gender and Need for Affiliation on these relationships and found that they significantly moderated the relationship between social climate perceptions and job satisfaction, but not affective commitment.

Policy capturing was used to identify organizational practices with the greatest impact on layoff fairness perceptions. Contrary to prior findings, configural justice (managerial consistency in implementing layoffs, use of an unbiased layoff policy, and size of severance packages) most strongly influenced fairness perceptions while social aspects of justice had little influence.

This study examined the influence of negative affectivity on relations between self-report measures of affective work motivation traits (work alienation and work locus of control) and affective outcomes related to work. The results demonstrated that negative affectivity did not significantly contaminate the relationships examined.

A laboratory study examined the joint effects of goal orientation and task complexity. As predicted, goal orientation and task complexity interacted in their effects on performance and affect. The predicted interaction on intrinsic motivation was not observed. Results are discussed in relation to cueing effects and cognitive resource demands.

A laboratory study examined the effects of goal orientation and dynamic task complexity on performance, motivation, and affect. The predicted goal orientation by task complexity interactions effects were observed for all three motivation variables: self-efficacy, self-set goals, and intrinsic motivation, but not for performance or affect. Implications are discussed.

On the basis of Hofstede’s (1991) dimensions, predictions were made of differential item functioning (DIF) in a work attitude scale completed by 1,000 US and 1,000 Mexican employees. Hypotheses were partially confirmed, but Hofstede’s dimensions alone were not able to completely explain DIF. Implications for scale analysis are discussed.

The present study examined the moderating effects of organization-based self-esteem (OBSE) on the relationship between two forms of organizational uncertainty perception (job insecurity and anticipation of organizational changes) and three outcomes (intrinsic motivation, organizational commitment, and absenteeism). It was found that employees with high level of OBSE were less responsive to the perception of organizational uncertainty. Implications were discussed.

We examined the potential moderating effect of different forms of organizational commitment on stress-strain relations in an organization that was undergoing significant change. Results did not support the hypothesis that affective commitment would buffer relations between role ambiguity and general tension, but did support the hypothesis that continuance commitment would exacerbate these relations.

This study examined both individual and collective efficacy beliefs as moderators of stressor-strain relations. Data collected from 2,273 US Army soldiers representing 36 companies indicated that both forms of efficacy moderated the effects of stressors. Limitations of the study and implications of the findings are discussed.

This study examined informational control as a moderator of the stress-buffering effects of behavioral control on employee adjustment. It was found that employees who perceived low behavioral control over work tasks were protected from the negative effects of work stress when they perceived high contextual information concerning wider organizational issues.

Four hundred eighty-nine men in their 30s provided information regarding their history of aggression and interpersonal conflict in the workplace. Cognitive ability, personality, and history of antisocial behavior were also assessed. These predictors explained 18% of the variance in the workplace conflict scale; personality alone captured the bulk of this predictive variance.

A field study examined how different factors, perceptions of support and two dispositional traits, relate to organizational citizenship behaviors (OCBs). Results demonstrated that exchange relationships among coworkers operate differently from those between the individual and the organization. Conscientiousness was significantly related to OCBs regardless of the target of the helping behavior.

We explored the relationship between values and organizational commitment. Results from two samples suggest that security and altruistic values are positively related to normative organizational commitment. Other findings suggest relationships between altruism and affiliation values and affective commitment, and relationships between security and tradition values and continuance commitment.

The purpose of this study was to evaluate known correlates (satisfaction, commitment, justice and job scope) of OCB in a test of relative usefulness in predicting citizenship behavior. Two samples were used to assess the generalizability of the findings. Job scope was the only "useful" predictor of OCB across both samples.

The equivalence of a paper-and-pencil and computer administration of an organizational attitude survey was examined. Psychometrically the two administrations were similar. Factor loadings of the two scales most likely to be influenced by anonymity perceptions were invariant across modes. Positive reactions toward computerized surveys were found.

Every patient (n = 845) who entered an urgent care department was surveyed about the triage procedures. The discrepancy between patients’ expected (self-reported) and actual (reported by hospital staff) waiting times negatively influenced their institutional satisfaction perceptions. However, patients’ procedural and distributive justice perceptions were found to completely mediate this negative influence.

We investigated heritability of extraversion by meta-analytically cumulating the correlations of monozygotic and dizygotic twins, reared together and apart. Extraversion heritability was found to be .64. Implications for personality at work are discussed.

The relationship between attitudes and voluntary, avoidable turnover was moderated by whether or not organizations have experienced a reduction in force (RIF). Post-RIF, employees low in role stress, high in cohesion, satisfaction, and intent-to-leave were more likely to leave. An organization without an RIF had correlations in the opposite direction.

Research on the emotional labor requirements of service jobs have established the importance of displayed emotions in the service encounter, but little is known about how displayed emotions affect customers. Employee emotional displays were found to be positively related to customer affective states, and to customer evaluations of service quality.

A 10-item instrument measuring test-taking motivation based in expectancy theory was developed and tested using a sample of 496 applicants. Factor analysis resulted in the expected three-factor solution. Hierarchical regression analysis showed that the new instrument explained variance in test score independent of a general measure of test motivation.

Interactional justice perceptions of organizational drug-testing programs were the strongest predictor of employees’ affective commitment, trust in management, job satisfaction, and intentions to quit. Distributive and procedural justice were better predictors of employee attitudes towards drug-testing programs. These results were explained in terms of group-value and self-interest models of justice.

One-hundred and thirty-seven R&D employees participated in a study testing a Pygmalion model for employee creativity. Results support direct and mediating associations between supervisor expectations, supervisor behaviors, subordinate efficacy perceptions, and creative performance. Study implications for organizational managers, creativity study, and the Pygmalion effect research area are discussed.

Two studies were conducted to test whether attitudes that are less accessible are more susceptible to contextual factors. Abstract facets of satisfaction were found to be less accessible. Results also suggest that abstract facets of satisfaction are more susceptible to contextual factors, in this case mood, than are concrete facets.

This study investigates a mid-level focus of commitment as a predictor of related behaviors. Regression and path analyses on data collected from police officers suggested that commitment to a strategy influences behavior. Commitment mediated the relationship between managerial support and behaviors, and partially mediated the relationship between experience and behaviors.

Crossover of strains in the workplace is demonstrated in this study on principals and teachers in 47 elementary schools in Israel. Using structural equation modeling we found a significant crossover of job-induced tension from principals to teachers and vice versa. The perception of undermining by their principals elevated teachers’ strain.

Data collected from 332 document processing workers and 207 telemarketers from two organizations as well as from their respective supervisors confirmed our hypotheses that: (a) employees experiencing considerable organizational politics would manifest fewer OCBs than those experiencing low levels of politics, and (b) that agreeableness would moderate the politics-OCB relationship.

This study investigated the impact of downsizing on layoff survivors. Survivors experienced less role stress, job satisfaction, and organizational commitment after downsizing. Mixed support was found for the hypothesized structural model of commitment to the organization, job satisfaction, role stress, perceived fairness, and perceived guilt.

The transactional model of the stress process (Folkman et al., 1986; Lazarus, 1966, 1993; Lazarus & Folkman, 1987) continues to be utilized in a significant amount of stress research. Recently, Perrew and Zellars (in press) expanded Lazarus’ transactional appraisal approach to include a specific discussion of the process by which employees’ attributions regarding stressors and the resulting emotions significantly influence their choices of coping mechanisms. Focusing on work/family conflict, this study examines portions of the expanded transactional model in a field study. Results indicate that even after controlling for attributions, emotions (i.e., shame and guilt) explain additional variance in coping choices.

The antecedents of intrinsic motivation in 147 Chinese R&D organizations were examined. Results showed that autonomy, informational feedback, and group task-oriented support predicted scientists’ and engineers’ (N = 722) intrinsic motivation. Work group task-oriented support had the strongest effect. Supervisor task-oriented support did not have an effect.

This meta-analysis cumulated findings regarding the relationship between recruitment sources and both turnover and performance. Effects were found for both variables, though the mean effect size was larger for turnover. The results suggest that inside recruitment sources (e.g., employee referral) promote greater retention and performance than outside sources (e.g., advertisement).

Downsizing characteristics and managers’ commitment were examined by surveying 4,500+ managers from many organizations; some that had recently downsized. Results indicate that managers’ personal situations show a stronger relation to commitment than does an organization’s future potential. This is contrary to the belief that "management" is synonymous with the organization.

This symposium addresses the apparent conflict between the "common knowledge" in our field that gender differences exist for a variety of personality dimensions, and the legal prohibition against the use of gender-based norms in personnel decisions contained in the Civil Rights Act of 1991. Presenters cover both legal and "good practice" perspectives, as well as empirical research results.

Ronald A. Ash, University of Kansas, Chair
James C. Sharf, Aon Consulting, The Legal Perspective
Sandra L. Davis, MDA Consulting Group, Does Sex Make a Difference? Confessions of a Pragmatist
Robert F. Silzer, HR Assessment & Development, Best and Common Practices in Interpreting Personality
            Inventory Results: The Role of Gender-Based Norms
Ronald A. Ash, University of Kansas, James Guthrie, University of Kansas, Charles D. Stevens, University of
            Kansas, C. Joseph Coate, University of Kansas, Gender and Personality Differences: Implications for
            Selection Outcomes
Erich P. Prien, Performance Management Associates, Kristin O. Prien, Performance Management Associates,
            Predicting Sales and Customer Relations Performance: Does Gender Matter?
Robert T. Hogan, University of Tulsa, Discussant

The work environment/climate significantly influences training effectiveness by facilitating or constraining the transfer of skills back to the job (horizontally), and across individuals to group and organizational levels (vertically). This cross-disciplinary symposium brings together scientist-practitioners who use different models, methods, and instruments for diagnosing contextual influences on the transfer process.

Wayne E. K. Lehman, Texas Christian University, Co-Chair
Marcie A. Cavanaugh, Cornell University, Co-Chair
Joel Bennett, Texas Christian University, Jamie Forst, Allison Engine Company, Wayne E. K. Lehman, Texas
            Christian University, Practices: Transfer Climate as a Multi-Level Mediator
Elwood Holton, Lousiana State University, Reid Bates, Lousiana State University, Development and Validation
            of a Generalized Instrument to Measure Factors Affecting Transfer of Learning
J. Bruce Tracey, Cornell University, A Three-Dimensional Model of the Transfer of Training Climate
Kenneth G. Brown, Michigan State University, Daniel A. Weissbein, Michigan State University, Steve W. J.
            Kozlowski, Michigan State University, One Step Beyond: Expanding Transfer Research to Include
            Vertical Transfer
Lawrence R. James, University of Tennessee, Discussant

A critical mass exists regarding the number of surveys potential respondents can and will complete. The present symposium examines the oversurveying issue from a myriad of perspectives. Specifically, the symposium will integrate research, demonstrations, and practice, to discuss ways of preventing, "beating," managing, and assessing the effects of oversurveying.

Steven Rogelberg, Bowling Green State University, Chair
Lise Saari, IBM, Surveys in a Global Corporation: Managing Oversurveying and Quality
Michael Zickar, Bowling Green State University, Using Item Response Theory to Reduce the Length of Surveys
Steven Rogelberg, Bowling Green State University, Matthew S. O’Connor, Bowling Green State University,
            Bradley West, Bowling Green State University, Matthew Mundwiler, Bowling Green State University,
            Gwen G. Fisher, Bowling Green State University, Designing Surveys that Elicit Favorable Impressions
Sara P. Weiner, IBM, Francine Schept, IBM, Alternative to Surveys: Examples and Benefits of Qualitative
            Research in Organizational Settings
Allan H. Church, W. Warner Burke Associates, Steven Rogelberg, Bowling Green State University, Janine
            Waclawski, W. Warner Burke Associates, Do High Performing Managers Get More or Less Multirater
            Feedback?
Jack E. Edwards, Defense Manpower Data Center, Discussant

Nonlinear dynamics concepts such as chaos, bifurcation, self-organization, catastrophes, and emergence have made significant contributions in the life sciences. Their contributions to organizational theory, the practice of management, and empirical research are addressed here. Implications for individual action, group dynamics, and organizational change are considered.

Stephen J. Guastello, Marquette University, Chair
Jeffrey Goldstein, Adelphi University, Emergence as a New Construct in Organizational Dynamics
L. Douglas Kiel, University of Texas at Dallas, Chaotic Logic in Public Management and Public Policy:
            Strategies for Evolutionary Management
Stephen J. Guastello, Marquette University, Island Commission Report: Self-organization and Emergent
            Leadership

The National Occupational Research Agenda on safety and health (OHS) includes research priorities for emerging technologies, special populations at risk, and the organization of work. Discussion will focus on (a) what can I-O psychology contribute to OHS and (b) how can research partnerships be formed to fund OHS research?

Lois E. Tetrick, University of Houston, Chair
David A. Hofmann, Texas A & M University, Panelist
Joseph Hurrell, NIOSH, Panelist
Mary A. Lewis, PPG Industries, Panelist
Richard Lippin, ARCO Chemical, Panelist
Steven Sauter, NIOSH, Panelist
Carlla S. Smith, Bowling Green State University, Panelist

Five authors who contributed to a new volume from SIOP’s Professional Practice Series discuss issues such as appraisals in team and international contexts, linking appraisals to training interventions, evaluating executive performance, and the role of customers and situational constraints in state-of-the-art practice.

James W. Smither, La Salle University, Chair
H. John Bernardin, Florida Atlantic University, Panelist
Donald D. Davis, Old Dominion University, Panelist
Miriam Graddick, AT&T, Panelist
Richard R. Reilly, Assessment Alternatives, Panelist
Paul Squires, Assessment Solutions, Panelist

Methods based on item response theory offer insights to a variety of measurement problems. In this symposium, item response theory is used to examine the amount of faking on personality scales, evaluate ratings from different types of raters, analyze an employee attitude survey, and support computerized assessment of job performance.

Fritz Drasgow, University of Illinois, Chair
William J. Flanagan, Georgia Tech, Nambury S. Raju, Illinois Institute of Technology, J. Martin Haygood,
            Management Psychology Group, Impression Management, Measurement Equivalence and Personality
            Factors: Can IRT Be Used to Determine the Impact of Faking?
Larry J. Laffitte, Illinois Institute of Technology, John C. Scott, Applied Psych. Techniques, Nambury S. Raju,
            Illinois Institute of Technology, Peter M. Fasolo, Zimmer, Inc., Examination of the Measurement
            Equivalence of a 360-Degree Feedback Assessment with Confirmatory Factor Analysis and Item
            Response Theory
Angela Lynch, University of Connecticut, Janet L. Barnes-Farrell, University of Connecticut, Jonna Kulikowich,
            University of Connecticut, Using Samejima’s Graded Response Model for Employee Attitude Survey
            Items
Steven Stark, University of Illinois, Fritz Drasgow, University of Illinois, Application of an IRT Ideal Point
            Model to Computer Adaptive Assessment of Job Performance
Charles K. Parsons, Georgia Tech, Discussant

One of the hottest trends in executive development is coaching—intense, one-on-one efforts to create personal change. Four experienced coaches answer questions on what they have learned about executives’ strengths and weaknesses, and in what ways and under what circumstances executives change as a result of coaching interventions.

Morgan W. McCall, University of Southern California, Chair
George P. Hollenbeck, Hollenbeck Associates, Panelist
Esther Hutchison, Executive Education and Development, Panelist
Michael Mcgrath, Personnel Decisions International, Panelist
Robert E. Kaplan, Kaplan DeVries, Panelist

There is limited theory to understand when organizations will adopt alternative work arrangements, which employees will choose to use them, and how they will affect employees’ work behaviors/attitudes. This symposium introduces empirical data—based on theoretical approaches—that address these issues, with each study simultaneously addressing several work schedules.

Lori M. Berman, Hay Group, Chair
Deborah D. Winters, Anderson Consultants, The Adoption of Life Balance Initiatives: A Human Capital and
            Institutional Perspective
Ellen Ernst Kossek, Michigan State University, Alison Barber, Michigan State University, Fitting In: Relational
            Demography and Managers’ Intention to Use Alternative Work Arrangements
Lori M. Berman, University of Maryland, When and How Alternative Work Arrangements Affect Employees’
            Work Behaviors and Attitudes
Sumita Raghuram, Fordham University, Batia M. Wiesenfeld, Columbia University, Organizational
            Identification Among Teleworkers: Role of Distance and Personal Autonomy
Katherine J. Klein, Discussant

Four studies take a new look at organizational leadership. First, how CEO charisma and TMT dynamics relate is assessed. Next, biodata’s relation to transformational leadership is examined. The third paper conceptualizes leadership differently: as a process of influence. Finally, the construct validity of 360-degree measures in assessing executives is evaluated.

Randall H. Lucius, Organizational Diagnostics–Online, Chair
Laura L. Wolfe, Emory University, CEO Leadership Style and the Dynamics of Their Top Management Team
Richelle Southwick, Southern Company, Antecedents of Transformational and Transactional Leadership
Randall H. Lucius, Organizational Diagnostics–Online, Beyond Performance: Studying Leadership as a Process
P. Gail Wise, Irwin & Browning, Rating Differences in Multi-Rater Feedback: A New Look at an Old Issue
Karl W. Kuhnert, University of Georgia, Discussant

Multinational firms and international consultants are increasingly called upon to apply selection methods across cultures. Despite cross-cultural research on measurement equivalence, such applications often occur without attention to the influence of culture. This symposium focuses on how cultural context affects how we approach selection.

Ann Marie Ryan, Michigan State University, Chair
Ann Marie Ryan, Michigan State University, Lynn A. McFarland, Michigan State University, Helen Baron,
            Saville & Holdsworth, Ronald C. Page, Consulting Psychologists, Inc., An International Survey of
            Selection Practices
Gill Nyefield, Saville & Holdsworth, How to Consider Cultural Context in Adapting Selection Practices Across
            Boundaries
John C. Callender, Procter & Gamble Company, Learnings from Globally Implementing Cognitive and Biodata
            Tests
Mark J. Schmit, Personnel Decisions International, The Development of a Global Measure of Personality
Beryl L. Hesketh, Macquarie University, Discussant

Research on emotions and stress is an important topic for those concerned about employees’ experience at work. The four studies, representing three nations, three field samples, and three longitudinal designs, together make advancements in our understanding of how emotions and stress relate to organizational and individual variables.

Alicia A. Grandey, Colorado State University, Chair
Neal M. Ashkanasy, University of Queensland, Charmine E. J. Hrtel, University of Queensland, Peter J. Jordan,
            University of Queensland, Workplace Emotional Intelligence Profile (WEIP): A Measurement of
            Emotional Intelligence in Work Teams
Sandi Mann, University of Salford, A Burger, a Soda, and a Smile Please! The Development of a Measure of
            Emotional Labor
Alicia A. Grandey, Colorado State University, Work-Family Conflict, Self-Esteem, and Gender: A Longitudinal
            Look at Main and Moderating Effects on Stress Outcomes
Thomas Wright, University of Nevada at Reno, Russell S. Cropanzano, Colorado State University, Emotional
            Exhaustion as a Predictor of Job Performance and Voluntary Turnover

Gregory D. Anderson, Florida International University
Chockalingam Viswesvaran, Florida International University

Karyn Bernas, Old Dominion University
Arlene L. Pace, Old Dominion University
Robert M. McIntyre, Old Dominion University

Reagan D. Brown, Virginia Tech
Robert J. Harvey, Virginia Tech

Jennifer R. D. Burgess, University of Tennessee
Lawrence R. James, University of Tennessee

Kevin Carlson, Virginia Tech

Neil D. Christiansen, Central Michigan University

Jason A. Colquitt, Michigan State University
John R. Hollenbeck, Michigan State University
Stanley M. Gully, George Mason University

James Connolly, Florida International University
Chockalingam Viswesvaran, Florida International University

Michael D. Coovert, University of South Florida
J. Philip Craiger, University of Nebraska at Omaha
David W. Dorsey, American Institutes for Research

Lillian T. Eby, University of Georgia
Adam Meade, University of Georgia
Anthony G. Parisi, University of Georgia
Shane Douthitt, University of Georgia
Pamela Midden, University of Georgia

Jill E. Ellingson, University of Minnesota
Paul R. Sackett, University of Minnesota
Leaetta M. Hough, The Dunnette Group, Ltd.

Brenda Godfrey, University of North Florida
Thomas A. Timmerman, Austin Peay State University

Melissa Gratias, Virginia Tech
Robert J. Harvey, Virginia Tech

Timothy Hinkin, Cornell University
J. Bruce Tracey, Cornell University

Wayne Hochwarter, University of Alabama
Pamela L. Perrew, Florida State University
Robert Brymer, Florida State University

Brent Holland, University of Tulsa
Michael B. Hein, Middle Tennessee State University
Richard Moffett, Middle Tennessee State University
Judith L. Van Hein, Middle Tennessee State University

Greg Irving, University of New Brunswick
John P. Meyer, University of Western Ontario

Danielle Jennings, Michigan State University
Neal W. Schmitt, Michigan State University

Jeff W. Johnson, Personnel Decision Research Institutes

Craig V. King, Kansas State University
Richard J. Fogg, Kansas State University
Ronald G. Downey, Kansas State University

Allen I. Kraut, Baruch College
Cal G. Oltrogge, Personnel Decisions International
Caryn J. Block, Teachers College, Columbia University

Charles E. Lance, University of Georgia
Cheng Cheng, The Johns Hopkins University

Ronald S. Landis, Tulane University
William Dunlap, Tulane University

Michael K. Lindell, Texas A & M University
Christina Brandt, Michigan State University
David J. Whitney, California State University-Long Beach

Angela Lynch, University of Connecticut
Janet L. Barnes-Farrell, University of Connecticut
Jonna Kulikowich, University of Connecticut

Liberty Matt, University of Illinois

Steven Mellor, University of Connecticut
John E. Mathieu, Pennsylvania State University

Frederick L. Oswald, University of Minnesota
Syed Saad, University of Minnesota
Paul R. Sackett, University of Minnesota

Robert E. Ployhart, Michigan State University
Milton D. Hakel, Bowling Green State University

Roni Reiter-Palmon, University of Nebraska at Omaha
Shane Connelly, American Institutes for Research

Matt L. Riggs, California State University-San Bernardino
William Hubbard, California State University-San Bernardino

William M. Rogers, Michigan State University

William M. Rogers, Michigan State University
Neal W. Schmitt, Michigan State University
Morell E. Mullins, Michigan State University

Ann Marie Ryan, Michigan State University
David Chan, Michigan State University
Robert E. Ployhart, Michigan State University
L. Allen Slade, Ford Motor Company

Evan Sinar, Bowling Green State University
Jerel Slaughter, Bowling Green State University
Milton D. Hakel, Bowling Green State University

Andrea F. Snell, University of Akron
Christine Rechenberg, University of Akron
Richard L. Griffith, Florida Institute of Technology

Charles D. Stevens, University of Kansas
Ronald A. Ash, University of Kansas

Patrick Stubblebine, Miami University

Robert P. Tett, Wright State University

Rebecca J. Toney, Michigan State University
Neal W. Schmitt, Michigan State University
Malcolm Ree, Armstrong Laboratory

Amy Unckless, Pennsylvania State University
Kathleen P. Hess, Pennsylvania State University
James L. Farr, Pennsylvania State University

Nicholas L. Vasilopoulos, Stevens Institute of Technology
Richard Reilly, Stevens Institute of Technology

Lawrence A. Witt, Barnett Bank
Lendell Nye

Brett Wright, Sydney Water Corporation Limited
James Barker, US Air Force Academy

Paul R. Yost, The Boeing Company
Lori Homer, University of Washington

Michael Zickar, Bowling Green State University
Jerel Slaughter, Bowling Green State University

James F. Osburn, University of Houston
Hobart G. Osburn, University of Houston
James E. Campion, University of Houston