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Content Index

Primary Content Areas (listed by session number; numbers following hyphens are posters)

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, discussions, and so forth) only the main title is indexed, not subsidiary presentation titles. Visit www.siop.org/ProgramOnWeb/?year=2007 to search the electronic version of the conference program by keywords, all content area codes, and authors’ names.

Absenteeism/Turnover

9-13 Investigating Absenteeism From a Social Perspective: A Multilevel Examination
9-20 How Modeling Voluntary Turnover Decisions Increases Ability to Predict Turnover
21-1 Moderating and Mediating the HRM Effectiveness–Intent to Turnover Relationship: The Roles of Supervisors and Job Embeddedness
21-2 Occupational Turnover: Understanding Nurses’ Intent to Leave the Nursing Profession
21-3 Turnover Among Knowledge Workers in High-Tech and Low-Tech Industries
21-4 Why Top Talent Leaves: Performance Effects on Reasons for Quitting
31 Research-Driven Best Practices in Employee Retention
131 Keeping Good Employees: Approaches for Reducing Turnover and Increasing Retention

Aging/Gerontology 

2 Work and the Retirement Process: International Perspectives on Older Workers
27-15 Dementia Education and Nurse Assistant Satisfaction: A Demonstration Study
43 Embracing and Supporting an Aging Workforce: Policies, Perceptions, and Performance
78 Work and Organizational Issues in the Retention of Older Employees
122 Identifying Determinants of Age-Related Change: Looking Beyond Chronological Age
126-8 Explaining Early Retirement Intentions From Work and NonwWork Factors
138-4 Engaging the Aging Workforce: How Age Affects Employee Engagement
261-5 A Cross-Levels Analysis of Older Workers’ Technology Attitudes

Attitudes Toward Selection 

25 Developments in Applicant Perception Research for Better Predicting Individual/Organizational Outcomes
61-1 Reactions to Holistic Versus Actuarial Consideration of Race in Selection
61-11 Applicant Reactions to the Employment Interview: An Organizational Justice Perspective
61-19 Relative Importance of Predictors of Applicant Reactions to Diversity Policies
61-20 Hiring Managers’ Intentions to Use Personnel Selection Instruments
61-22 Predicting Faking Using the Faking Dispositions and Reactions Questionnaire (FDRQ)
61-26 How Are Selection Methods Perceived by Those With ADHD?
236 Applicant Selection Fairness Expectations and Reactions

Career Management/Socialization 

26 Expanding the Horizons of Mentoring Theory, Research and Practice
59 Advances in Newcomer Socialization: Ensuring New Employee Success Through Onboarding
84-4 Investigating Conflicting Findings: Self-Efficacy and Information Seeking Behavior
93-4 Mentoring and OCB:  Those Who Have Been Helped Help Others
108 Comparing Career Paths in Industrial and Organizational Psychology
118-3 Gender Differences in Job Challenge: A Matter of Task Allocation
126-1 Individual Antecedents of the Psychological Contract During the Preemployment Stage
152 Cross-Cultural Perspectives on Mentoring Research
193-9 How Employees Cope With Hierarchical, Job Content, and Double Plateaus
229-1 Insights From Regulatory Focus Theory for Career Theory and Practice
229-3 Mentoring Relationships and Organizational Performance Within Substance Abuse Centers
229-4 The Influence of Newcomer Psychological Contracts on Employee Socialization
229-5 Gender Differences in Career Choice Influences
229-6 An Evaluation of a Student Mentoring Program
229-7 An Examination of Best Practices Within a Formal Mentoring Program
229-15 Individual Differences in Ideal Mentor Perceptions
229-23 The Genesis and Early Determinants of Artistic Careers
269 Is the Future of I-O Psychology at Risk?
277 Developmental Relationships: Life Savers in the Career Sea
283-24 The Impact of Perceived Method of Match on Protégé Satisfaction

Community of Interests

12 Issues in IRT
28 Issues in Multilevel Research
49 Cross-Cultural Research
62 Collaborating on International Practice:  Connecting U.S. and International I-O Psychologists
87 Work–Family Interface
112 Executive Assessment:  The Role of Assessment Tools in EA
129 Entry-Level Selection
145 Conditional Reasoning
172 Organizational Justice
181 Aging and Industrial-Organizational Psychology: Current and Future Issues
200 Leadership Talent Management  (Leading Edge)
218 The Science and Practice of Mentoring

Construct Development and Measurement 

27-3 Knowledge Structures and Skill Acquisition: Having an Expert Referent Matters
47-4 The Development of a Scale to Measure Career Embeddedness
47-5 Implications of Formative Indicator Models for Measuring Sexual Harassment
47-10 Sexist Behavior and Gender Discrimination: What’s the Difference?
47-16 Exploring the Theoretical Structure of the Error Orientation Questionnaire
47-23 Wording Effects in the Core Self-Evaluations Scale
47-26 Development and Validation of a Work-Related Entitled Behavior Scale
47-28 Measuring Goal Commitment: Comparing Two Measures Using Item Response Theory
164 Towards More Dynamic Research in I-O Psychology
210-3 Subjective Person–Organization Fit: Construct Development and Exploratory Factor Analysis
215 Tasking Applied Researchers With Studying Multitasking: Individual Differences in Multitasking
226 Situational Judgment Tests: Future Directions
231 To Prosper, Organizational Psychology Should . . .
245 Time in Organizations: Theory, Research and Practical Issues
Consulting Practices and Issues 
32 So Much to Do, So Little Time: Maximizing I-O Capabilities
36 S(I/OY) = Value: Perspectives on the Strategic Formula for Success
132 Talking With Clients: What to Say, When to Shut Up
137 High-Stakes Interviews:  Techniques for Maximizing Recall and Minimizing Deception
160 Individual Assessment Today: What Works, and What Doesn’t Work!
197 Applying Six Sigma to I-O Projects: Challenges and Success Stories

Counterproductive Behavior & Workplace Deviance 

20 Towards a Relational Model of Workplace Aggression
57 Misbehavior and Outcomes at Work: Prediction, Explanation, and Consequences
84-2 The Role of Status in the Commission of CWB
84-3 Theoretical Verbal Analysis: Credibility Assessment After Wrongdoing
84-10 Applying the Theory of Planned Behavior to Predict Organizational Deviance
84-11 A Qualitative Investigation of Escalating Aggression Within the Service Encounter
84-14 Psychological Contracts of Small Business Owners
84-17 FFM Pattern in Prediction of Antisocial Behavior in the Workplace
84-18 Correlates of Bullying Victimization Using Self- and Peer Reports
84-23 Harming Those Who Serve: Direct and Indirect Customer Initiated Violence
84-24 Do What You See?  Observer Reactions to Coworker Theft
84-25 The Influence of Individual Differences on TVA Criteria
173-2 Are Counterproductive Workplace Behaviors Related to Customer Experience?
173-3 The Impact of CWBs on Customer Perceptions of Service Quality
173-19 The Waiter Spit in My Soup! Counterproductive Behavior Toward Customers
185 Crisis of Etiquette: Adding Complexity to the Study of Incivility
266 Understanding Dark Organizational Behavior:  Investigating Motives of Workplace Deviance

Culture/Climate 

121 Safety Climate: One Construct Fits All?
126-15 Subcultures Tell the Story: Perceptions of Innovation-Capacity Culture
157 Evolving Corporate Culture: Microsoft’s Culture Change
173-7 Positivity and Job Satisfaction
173-8 Employee Cultural Values and Organizational Commitment: Do Employee Benefits Matter?
173-12 Predicting Negative Incidents in Hospitals at Individual and Unit Levels
173-14 Developing and Validating a Quantitative Measure of Organizational Courage
173-15 Climate Strength and Quality:  Do They Affect Individual Affective Commitment?
173-20 Contagious Justice: Components, Antecedents, and Cross-Level Effects of PJ Climate
173-21 Keeping Values-Based Promises to Employees: Implications for Business-Unit Turnover
173-25 Psychological Aspects of Successful Entrepreneurship in China: An Empirical Study
173-27 Dimensions of Innovation Culture: Developing a Measure
173-29 Improving Patient Safety Through Upward Communication: Some Recommendations
193-28 Individual Differences as Moderators in the Climate-Satisfaction-Turnover Pathway
220 Wisdom in Organizations and Management: Conversations for Theory and Practice
285-1 A Shortened Sexual Harassment Climate Inventory: Does It Measure Up?

Customer Service

118-11 An Integrated Model of the Service-Profit Chain
118-14 The Relationship Between Boundary-Employee and Customer Attitudes: A Longitudinal Examination
173-6 Investigation of Provider-Perceived Healthcare Quality and Impact on Hospital Performance
173-16 Investigation of Patient-Perceived Healthcare Quality and Impact on Patient Satisfaction
173-22 Outsourcing and Frontline Workers’ Customer Orientation
177 Stress in Service Interactions: Antecedents, Processes, and Moderators
293 Service Management Around the Globe

Decision Making 

84-5 The Decoy Effect as a Covert Personnel Selection Influence Tactic
84-7 Promoting Advice-Taking: A Multilevel Policy Capturing Study
84-13 Individual Differences in Decision Making: The Measurement of Decision Styles
84-20 Information Sharing and Schema Accuracy in Team Decision Making
84-28 Ambiguity Aversion and Salary Recommendations

Diversity (e.g., race, ethicity, gender) 

9-1 Institutional Racial Environment and Racial Differences in Law School Performance
71 Organizations Behaving Badly: Factors Affecting Women’s Well-Being at Work
75-1 Racial/Ethnic Diversity, Satisfaction, and Turnover Intentions:  A Relational Demography Approach
75-2 Showcasing and Subjugating Minorities: Minority Representation on Committees
75-3 Ethnic Identity, Other-Group Orientation, and Race Effects on Subtle Discrimination
75-4 Predictors and Outcomes of Perceived Race Discrimination in the Workplace
135 Living Up to Expectations: Gender Stereotyping and Work
136 Work Group Diversity: Sophisticated Conceptualizations, Task-Relevant Characteristics, and Multilevel Perspectives
146-3 Workplace Incivility and the Low-Status Target
163 Recent Findings in Disability Employment: Employer Attitudes and Discrimination Claims
173-5 Stigma of Hijabis in Employment Settings:  A Function of Job Type
173-13 Diversity Climate, Justice, and Organizational Outcomes
183 What’s New in Affirmative Action Research: Advances and Future Directions
207 Individual and Organizational Strategies for the Reduction of Discrimination
238 The Psychology of Sexual Harassment Law: Responsibility and Liability Judgments
239 Global Examinations of Discrimination in the Contemporary Workplace
246 Language and Diversity: Staffing Non-English Speaking Employees in the U.S.
249-5 How Far Off is Euclidean Distance? Artifacts in Relational Demography
249-10 Measuring Attitudes Toward Obese Managers Multidimensionally
249-12 Differential Reactions to Strategic Diversity Recruitment
249-14 Physical Attractiveness and Employee Termination
249-15 Equal Opportunity Efforts: Public Personas and Private Attitudes
249-16 Threat, Fairness, and Diversity: Initial Test of Full Integration Theory
249-18 Employee Responses to Discriminatory Treatment at Work
249-21 Reactions to Gay and Lesbian Personal Discussion in the Workplace
249-23 Ethnic Congruence in Supervisor–Subordinate Dyads: Effects on Position and Salary
249-24 Ethnic Differences in Importance Ratings: A Comparison of Matched Samples
249-26 Social Interaction at Work: Experiences of Gay and Lesbian Employees
249-28 Two Hypotheses Explaining the Overrepresentation of Minorities in Diversity Management
249-29 Upper Echelon Theory Revisited: Implications for Diversity
265 Incivility, Social Undermining Experiences, and Diversity Climate Perceptions
271 Promoting Social and Economic Justice: Far Easier Said Than Done
273 Women in Academe: New Solutions to a Persistent Problem
285-4 Men’s and Women’s Responses to Same- and Opposite-Sex Sexual Harassment
294 Advancing Diversity Research: Understanding Inclusion and Exclusion in Organizations

Downsizing/Outplacement 

126-7 Job Insecurity and Employee Satisfaction, OCBs, Deviance, and Negative Emotions
193-3 Coping Behavior Following Job Loss: Applying Self-Determination Theory

Emotions at Work 

7 New Directions in Emotional Intelligence Research
9-11 Turnover, OCB, and Counterproductivity: Affective Events Theory and Part-Time Employees
9-28 Identification, the Formation of Group Affect, and Organizational Citizenship Behavior
18 The Daily Affective Experience: Its Antecedents and Consequences
54 What’s so Funny?!  A Roundtable Discussion on Humor and Work
133 When Smiles Are Required: Understanding Display Rules and Emotional Labor
173-1 A Theoretical Review of Empathy and Implications for Industrial-Organizational Psychology
173-9 Validation of the State-Trait Emotion Measure (STEM) in a Romanian Sample
173-23 The Impact of State Negative Affect on Self-Reported Personality Measures
173-28 Validation of the State-Trait Emotion Measure (STEM) in China
217 Working on the Edge: I-O Psychology and Marginalized Workers
249-1 Inital Validatilons of an Indirect Approach for Measuring Emotions
249-2 Neuroticism Moderates the Relationship Between Cognitive Reappraisal and Cognitive Performance
249-4 Developing a Theory of Prescriptive and Contextual Emotional Display Rules
249-6 The Psychological Benefits of Workplace Friendships on Service Employees
249-7 The Double-Bind of Emotion in the Service Context
249-11 Examining the Effects of Managers’ Gender-Congruent Uses of Emotion Perception
249-13 A Study of the Interactive Effects of Leader Neuroticism and Team Mood on Leader Performance and Decision-Making Speed
249-17 Beyond Individual Affect: Group Affect and Task Performance
249-19 Trait Affect Interactions With Hassles and Uplifts on Work Withdrawal
249-20 Development and Validation of the Emotional Competency Situational Judgment Test
249-22 Managerial Emotional Intelligence, Affective Organizational Commitment, and Emotional Labor
249-27 Is Emotional Intelligence Worthwhile? Assessing Incremental Validity and Adverse Impact
267-1 Personality Predictors of Emotional Labor and Burnout in Childcare Workers

Employee Surveys 

24 What’s REALLY New in Employee Surveys
41 Global Employee Surveys:  Challenges and Solutions
47-3 To Group or Not to Group Your Employee Opinion Survey
47-7 Attitudes of Demongraphic Item Nonresponders in Employee Surveys
47-18 Open-Ended Comments: To Require or Not to Require?
47-19 Employee Satisfaction or Service Climate: Which Best Predicts Customer Satisfaction?
47-22 Genetic Influences on Survey Response Propensity
47-27 Influence of Postsurvey Action on Current Survey Responses
94 The Impact of Individual, Organizational & Survey Characteristics on Nonresponse
99 Business Impact for Employee Surveys: Closing the Loop
138-3 An Empirical Investigation of the Stability of Employee Engagement
167 Financial and Managerial Determinants of Engagement: Research and Case Studies
186 The Promise and Peril of Employee Engagement
208 Survey Stakeholders;  Balancing Diverse and Sometimes Conflicting Needs
240 The Nonresponse Bias Impact Assessment Strategy (NBIAS) for Survey Researchers
244 Embedding Engagement: Frameworks for Employee Well-Being and Organizational Improvement
253 Designing Surveys With the Outcome in Mind: Employee- and Performance-Centricity
297 More Survey Ponderables: Questions and Answers on Effective Employee Surveys

Ethics 

30-1 Academic Integrity and the HPI Employee Reliability Scale
30-2 The Effect of Supplier Ethics on Buyer Trust and Commitment
30-4 Unethical Acts in Organizations: What’s the Cost?
84-22 Difficult Decisions to Employ Nontraditional Workforces: Testing Behavioral Reasoning Theory

Executive Coaching/Leadership Development 

34 E-Coaching: Supporting Leadership Coaching With Technology
48 The Perils of Accentuating the Positive
144-7 Using Emotional Intelligence to Identify High Potential: a Metacompetency Perspective
153 Enhancing the Effectiveness of Executive Coaching Through Research With Clients
192 Mentoring Programs: Successes and Challenges for Mentors, Protégés, and Organizations
199-1 The CPI260™ Coaching Report for Leaders: Strengths and Developmental Opportunities
199-4 Coaching Emotional Intelligence: Action Frame Theory and Harrison’s Intervention Framework
227 Self-Development  and Work Experiences as Pathways to Leader Development
264 Coaching in the AP Region:  Applications and New Directions.
295 All The World’s a Stage: Leadership Development Using Interactive Theatre

Global HR Practices/International I-O 

63 PhDs at the Top of Human Resources: Perspectives and Insights
120 Myriad Faces of Multicultural Experience: Effects on Creativity and Performance
126-14 Are Goal-Orientation Comparisons Appropriate Between American and Korean Groups?
130 Swimming in Global Waters: Integrating Culture Into Interpersonal Performance
166-2 Empathy as a Global Leadership Competency: An Empirical Analysis
166-3 CPI 260™ Validity: Comparing Leaders in Three Countries
166-4 Understanding Project GLOBE: Exploratory Scale Reconstruction at an Individual Level
173-4 Trust and Productivity Improvement: A Cross-Cultural Analysis
173-10 Big Five Personality Differences Among Management Incumbents in Eleven Cultures
173-11 What Will They Be Thinking?  Developing Cultural Situational Judgment Tests
173-17 Cultural Differences in Information Relevance: Implications for Multinational Teamwork
173-24 Further Validation of an American Social Self-Efficacy Inventory in China
241-1 HCN Helping of Expatriates: The Impact of Job Level
241-2 Ibasho and the Adjustment and Well-Being of Expatriate Spouses
241-3 The Link of Gender and Family to Willingness to Expatriate
241-4 An Enhanced Model of Coping on International Assignments
275 Global Cognitive Ability Testing: Psychometric Issues and Applicant Reactions
276 International I-O psychology: Growing Roles at the United Nations
288 Creation and Application of Global Personality Norms
289 Internationalizing I-O Education: Needs, Problems and Models
292 Global Employee Selection and Assessment: A Tale of Six Countries

Human Factors and Ergonomics 

9-7 A Multilevel Analysis of Pilots’ Situation Awareness During Weather Threats
45 Behavioral Analyses of Postural Ergonomics: The Role of Self-Monitoring Methods

Innovation and Creativity 

53 Toward a Global Understanding of Innovation and Creativity
97 Motivational Effects on Creativity: Rewards, Goal Setting, and Regulatory Focus
116-1 Predicting Individual and Creative Performance From Contextual Factors
116-2 A Meta-Analytic Examination of Employee Creativity
116-3 Leader Behavior, Creativity, and the Creative Self-Concept
116-4 You Must Be Creative! Performance Feedback, Intrinsic Motivation and Creativity
126-2 Intuition and Creative Problem Solving: An Investigation of Influences
126-5 Contextual Boundary Conditions to Brainwriting for Idea Generation Within Organizations
126-11 Employee Learning Behavior and Creativity: A Social Identity Approach
126-16 Empowerment and Employee Creativity: A Multidimensional Approach
126-22 Ingroup Identification as a Mediator Between LMX and Job Satisfaction
126-24 Creativity: The Influence of Social Intelligence, Openness, and Performance Pressure
150 Unleashing Innovation: The Role of Organizations’ Human Capital
Item Response Theory 
47-11 Examining Context Effects in Organization Survey Data Using IRT
Job Analysis/Job Design/Competency Modeling 
76 Skills Portability Using Online Job Analysis and Automated Assessment Tools
91 Unanswered Questions in Competency Modeling and Job Analysis
117 Worker-Oriented Job Analysis Tools: Development and Validation
127 Doing Competencies Well
169 Using Competency Models to Attract, Retain, and Develop Talent
188 O*NET in Practice: What Works and What Doesn’t
250 Challenges and Future Direction of Job Analysis Approaches
283-5 Validation Study of the Army Core Leader Competencies
283-9 Self-Serving Bias Effects on Job Analysis Ratings
283-14 Constructing a Comprehensive Empirical Model of Managerial Work-Role Requirements
283-23 Using O*NET in Validity Transport
283-25 Measuring the Emotional Intelligence Requirements of Occupations
283-26 Decomposed and Holistic Job Analysis Judgments: Experience as a Moderator
283-27 Influence of Subject Matter Expert Personality on Job Analysis Ratings
283-28 Race Differences in Job Analysis and Adverse Impact
283-29 Should Ability Requirements Be Rated at the Molecular Level?

Job Attitudes 

9-2 Productivity and Satisfaction: Exploring the Relationship at the National Level
118-6 Cross-Cultural Generalizability of the Three-Component Model of Commitment
139 Employee Engagement:  Where Are We and Where Are We Going?
155-1 A Multisource Model of Perceived Organizational Support and Performance
155-2 Effects of Social Skill and Organizational Support on Interpersonal Deviance
155-3 A Dispositional Approach to Job Insecurity and Job Well-Being
155-5 Relationship Between Core Self-Evaluations and Affective Commitment
155-6 Organizational Values and Employee Attachment: Moderating Role of Employee Identity
155-7 Interactions Among Organizational Commitment Types: Synergistic or Competitive?
155-9 Do Employee Attitudes Matter to Task Performance? A Meta-Analysis
155-10 Comparing Trust in Humans and Machines: Development of a Measure
155-11 Organizations as Good Citizens: Citizenship Behavior, Supervisor and Organizational Support
155-12 More Support, Less Cynicism, Please!
155-15 Longitudinal Examination of Environmental and Dispositional Antecedents of Job Satisfaction
155-16 On the Importance of Balancing Support for Multiple Organizational Stakeholders
155-17 Final Four Fever: Relationships With Organizational Support and Commitment
155-18 Commitment to Supervisors and Organizations and Turnover
155-19 Measurement Invariance of the Job Satisfaction Survey Across Work Contexts
155-20 Predicting Commitment Profile Membership From Perceived Organizational Support and Autonomy
155-21 The Influence of Individual Differences on Organizational Safety Attitudes
155-22 Attributional Influences on Leadership Perceptions and Organizational Commitment
155-23 Examining Implicit and Explicit Attitudes Towards Female Managers
155-24 The Three-Component Model of Organizational Commitment in Romania
155-25 The Attitudes of Voluntary and Involuntary Part-Time Employees
155-26 CSE and Job Satisfaction: The Mediating Role of Organizational Justice
155-27 Employee Earliness: Attitudinal and Dispositional Predictors
155-28 Demographic Differences in Job Attitudes: Regional Culture as a Moderator
155-29 A Meta-Analysis of Job Satisfaction, LOC, and Type-A Personality
155-30 Examining the Impact of Off-The-Job Interactions on Job Attitudes
190 Overlooked Issues in the Measurement of Job Satisfaction
202 Job Satisfaction Across the Career: Does it Go Up or Down?
223 Perceived Organizational Support: Future Directions
267-3 Mentoring: A Potential Solution to Professional Burnout

Job Performance/Criteria/Extra-Role Behavior 

9-3 Views of Managerial Derailment From Above and Below
9-4 A Multilevel Examination of Corporate Identity Promotion
9-5 Implicit Theories Go Applied: Conception of Ability at Work
9-6 Effects of Task Performance and OCB on Managerial Appraisals
9-8 Person-Situation Predictors of Work Competence and Typical Performance
9-10 OCB and the Interplay of Organizational and Managerial Values
9-12 Perceptions of Politics and Organizational Citizenship Behaviors: Identifying Mediating Variables
9-14 Big Halo, Little Horns: Reexamining Halo Error in Performance Ratings
9-15 The Impact of Environment and Individual Differences on Performance Determinants
9-16 The Effects of Self-Concept on Foci of Commitment and Performance
9-17 Situational Judgments as Proximal Predictors of Personal Initiative
9-19 Race and Competency-Based Job Performance
9-21 The Impact of Political Skill and Fairness on Interpersonal Facilitation
9-22 Effectively Supporting Your Coworkers: Conscientiousness Is Not Enough
9-23 Gender and Competency-Based Job Performance
9-24 Work Ethic and Job Performance: A Multidimensional Perspective
9-25 Predicting Job Performance: Does the Work Context Matter?
9-26 Negative Implications for the Inclusion of Citizenship Performance in Ratings
9-27 Doing the Job I’m Paid For and Nothing More!
9-29 Elucidating Hope’s Role at Work: Results From a Scenario Study
56 Job Demands and Performance: Examining Creativity, Innovation and Initiative
82 Adaptive Skills and Adaptive Performance: Today’s Organizational Reality
93-1 Workplace Helping: Interactive Effects of Personality and Positive Affect
93-2 Do Tasks, Contextual and Counterproductive Performance Coexist as Second-Order Factors?
104 Time and Job Performance: New Levels, Constructs, and Methods
249-3 Sex, Gender Identity, Approach to Work as Predictors of OCB
283-2 The Feedback Environment and OCB: An Examination of Mediators
285-3 Attractiveness and Likelihood to Sexually Harass Effects on Performance Appraisals


Leadership 

14 Leadership Influences on Employee Voice
60 Focusing on Women: Workplace Initiatives That Develop Women Leaders
65 Tying Career Orientations to Critical Outcomes in the New Career
89 Developing Front-Line Leaders:  Perspectives and Recommendations From Three Industries
118-4 Cognitive Ability and EI as Predictors of Organizational Leadership Performance
118-5 Leader Self-Definition and Leader Self-Serving Behavior
118-15 Transformational Leadership and Means Efficacy at Work
118-18 An Exploration of Leadership Style and Perceived Stress
124 Leadership for Critical Response Organizations
128 Predicting Leadership: The Good, the Bad, the Different, the Unnecessary
138-1 The Effect of Transformational Leadership on Follower Work Engagement
144-1 Understanding Connectionism in Leader Representations: Beyond Implicit Leadership Theory
144-3 Fast Cycle Team Leadership:  Exploring Structure, Antecedents, and Outcomes
144-4 Extending Leader–Member Exchange Theory to a Dual Leadership Context
144-5 Leading FOR the Team: Situational Determinants of Team-Oriented Leader Behavior
144-6 Does Transformational Leadership Reduce Employee Absence From Work?
144-8 Beyond Transformational and Transactional: Benefits of Having a Connective Leader
144-9 Leader Emotion and Team Performance: The Role of Epistemic Motivation
144-10 Effects of Goal-Based Planning on Leadership and Group Process
144-11 Direct, Indirect, and Moderating Effects of LMX on Emotional Exhaustion
144-12 Subordinates’ Self- and Typical Leader Perceptions Moderate Leader Categorization Effects
144-13 Personality and Leader Emergence in a Transformational Context
144-14 Comparing Perceived Transformational Leadership and Perceived Public Speaking Ability
144-15 Leadership Research Methodology: The State of the Science
144-16 The Role of Implicit Leadership Theories in Leadership Perception
144-17 Self-Monitoring, Authentic Leadership, and Perceptions of Leadership: A Longitudinal Study
144-18 Attractiveness, Gender, Industry, and Individual Differences in Ascribing Leadership Potential
144-19 Does Identification Mediate the Relationship Between Transformational Leadership and Commitment?
144-21 Leader Enhancement: Outgroup Leader Actions Affect Liking for Ingroup Leaders
144-22 Effective Leadership During Public Health and Safety Crises: An Investigation
144-23 The Effects of ILT Accuracy on LMX and Work Outcomes
144-24 Douglas McGregor’s Theory X/Y: Development of a Construct Valid Measure
144-25 Leadership Emergence in Face-to-Face and Virtual Groups: Contingency Model Application
144-27 LMX and Performance: An Investigation on the Causal Order
144-28 The Influence of Leadership and Team Dynamics on Team Innovation
144-29 Leader Emotive Awareness, Display Rules, Burnout and Work–Family Conflict
146-4 Developing Front-Line Leaders as the Key to a Robust Leadership
158 Recent Experimental Research on Positive Forms of Leadership
166-1 Understanding Leadership Competencies in China:  A Benchmarking Study
174-1 Charismatic Leadership at a Distance: Evidence From Korea
174-2 The Interactive Effect of Belongingness and Charisma on Helping
174-3 Problem-Solving and Performance: Comparing Charismatic, Ideological, and Pragmatic Leaders
174-4 The Effects of Charismatic Leadership on Team Processes
179 Leader–Member Exchange (LMX): Exploration and Exploitation
199-2 Impact of Group Coaching on Executive Health: A Quasi-Experimental Study
204 The Achilles’ Heel of LMX: Reexamining the Measurement-Theory Link
205-13 Leaders’ Motivation to Serve and Its Impact on Subordinates’ Extra-Role Behaviors
233 Application of Multilevel Approaches to the Study of Leadership
274 Leadership, Trust, Retention: Generational Differences in North America and Europe
283-8 Predicting Leader Performance: Big Five Personality and Leadership Developmental Levels
290 Global High-Potential Assessment: Supporting a Global Talent Pipeline

Legal Issues 

16 Workplace Stereotypes and Legal Defensibility
46 Contention Versus Cooperation: Designing an Assessment Process Under Court Scrutiny
85 The Expanding Role of I-O Psychology in Employment Discrimination Cases
102 I-O Psychology’s New Frontier: Wage and Hour Litigation
143 Legal Issues in the Use of Cut Scores: Recent Developments
161 New Standards for Retaliation Claims: What I-O Practitioners Should Know
182 Adverse Impact: The Experts Discuss What Employers Need to Know
256 Calling Your Lawyer Now So You Won’t Have to Later
257 The Challenge of Protecting Intellectual Property
261-9 Accounting for Qualifications: Demonstrating Conditional Logistic Regression in Disparity Analysis
261-12 Employee Selection Procedure Legal Risks and Defensibility Factors
261-24 Employment Interview Structure and Discrimination Litigation Verdicts: A Quantitative Review

Lesbian/Gay/Bisexual/Transgender 

118-2 Sexual-Orientation Policies, Attitudes, and Firm Size: An Exploratory Study
249-25 Sexual-Orientation Harassment, Identity Management, and Work-Related Outcomes

Motivation 

9-18 Achievement Goal Dimensionality: Should Mastery-Avoidance Be Included?
93-3 The Cognitive Underpinnings of Helping in the Workplace
126-3 Goals, Performance and Time: Applying Goal Setting to Flow Theory
126-4 Self-Determined Motivation and Organizational Citizenship Behaviors: A Multilevel Model
126-6 The Effects of Four-Factor Goal Orientation on Goal-Setting Processes
126-9 Associations Among Polychronicity, Goal Orientation, and Error Orientation
126-10 Does Goal Orientation Imply a Perspective on Time?
126-12 An Examination of Goal-Orientation Patterns and Task-Specific Self-Efficacy
126-13 Evidence for Differences Among Performance Goal Types
126-17 Self-Regulatory Depletion and Adaptation Across Tasks
126-18 Exploring Mediating Mechanisms in Self-Regulatory Behavior Across Tasks
126-19 Work Avoidance and Goal Orientations in Work and Academic Domains
126-20 Relationships Between Organizational Justice and Different Motivational Orientations
126-21 Cultural Differences in Feedback Inquiry
126-23 The Effects of Multiple Learning and Outcome Goals on Performance
126-25 Characteristics of Self-Efficacy Interventions Within Work-Related Contexts: A Meta-Analysis
126-26 The Effects of Feedback and Stress on Workplace Outcomes
126-27 Personality and Values as Predictors of Motivated Behavior
126-28 An Examination of Some Temporal Implications of Goal Setting
165 Unifying Theories of Motivation
196 Advances in Goal-Orientation Research: Understanding Outcomes of Achievement Goals
228 The Meaning of Work as a Job, Career, or Calling
270 Employee Engagement: New Research Findings, Directions, and Questions

Occupational Health, Safety and Response 

3 Understanding Dirty Jobs: I-O and OHP Research at Work
52-3 Stress Management Training and Health: The Importance of Perceived Adequacy
118-8 Unsafe Behaviors: An Empirically Developed Scale and Its Personality Correlates
159 Effects of Work Demands on Employee Health and Well-Being
193-1 Social Well-Being and Job Attitudes: The Role of Organizational Identification
193-4 Work Schedule Justice Effects on Employee Health and Well-Being Outcomes
193-6 Predicting Safety Performance: A Meta-Analysis of Safety and Organizational Constructs
193-10 Work–Family Conflict, Social Support, and Occupational Health in Construction Workers
193-12 Safety Climate and Shift Work on Injury:  A Multilevel Analysis
193-13 Validity Evidence for an Expectancy-Based Measure of Safety Motivation
195 OHP Challenges Facing Direct-Care Workers in Long-Term Care
263 SIOP KARES: Dealing With Disaster

Organizational Development and Change 

118-23 Organizational Change Recipients’ Beliefs Scale:  Development of an Assessment Instrument
142 Organizational Culture at a Crossroads:  Facilitating M&As Using Culture Assessment
147 Knowledge Management: How Organizations Manage Their Knowledge and Overcome Barriers
173-18 Organizational Change Climate: Relationships With Group Well-Being
173-26 Organizational Climate for Change: Implications for Change Management
203 Facilitating Change Through Strategy Implementation
213 Strategic Helping Theory in Industrial-Organizational Psychology:  A Call for Research
234 Changing Complex Organizations: United Nations, U.S. Air Force, Purchase College

Organizational Justice 

40 Toward a Motivational Perspective on Organizational Justice
68 The Role of the Self in Organizational Justice
84-8 Merit-Related Managerial and Policy Antecedents of Organizational Justice Perceptions
84-9 Reactions to Others’ Mistakes:  An Empirical Test of Fairness Theory
84-12 Translating Feedback Into Outcomes: The Role of Feedback Discounting
84-15 Fair Is Fair?  Procedural Justice and Knowledge of Employment Rights
84-16 Rejection Decision Explanations in the Perspective of Fairness Theory
84-21 Delivering Bad News: How One Form of Injustice Spawns Another
84-26 Do Rude Employees Deserve and Receive Less Interactional Justice?
84-27 Fairness and Unfairness: Can You Undo What Has Been Done?
84-29 When the Boss Says No! Leadership, Trust, and Explanation Acceptance

Other 

4 Launching Organizational Learning at the Frontlines: Evidence From Hospitals
19 Employment Discrimination Against Immigrants: Antecedents and the Complexity of Remediation
44 Organizational Identification: Bridging the Leader, Follower, and Customer
47-13 Vague Quantifiers Revisited: Ambiguous Category Labels Versus Quantitative Scales
47-17 History of Hypothesis Testing in I-O Psychology
51 Why I-O Psychology Should Study Entrepreneurship:  Key Potential Benefits
66 I-O Research Applications in Health Care
73 Overcoming the Challenges of Applied Program Evaluation
81 The Doctrine of Self-Interest in Organizational Behavior
84-1 Onset- and Offset-Controllability and the Stigmatization of Dirty Work
84-6 Justice Perceptions in Participative Goal Setting; The Importance of Expectations
90 Effects of Nonwork Experiences on Employees’ Affect, Cognition, and Behavior
92 Top Talent: Optimizing the Value of the Most Optimal Staff
103-9 Predicting Teleworker Success: Personality and Motivational Traits
113 Challenges and New Directions in the Employee–Organization Relationship
155-4 Sanctifying Work: Affects on Satisfaction, Commitment, and Intent to Leave
155-14 The Impact of Winning and Losing at Home on Self-Esteem
193-19 Group Psychological Contract Fulfillment: Antecedents and Consequences Within Groups
199-3 Managerial Roles: What Has Changed Since the Late 1980s
201 Critical Issues in Industrial and Organizational Psychology Research
229-13 Odd Jobs, Good Thoughts, and Bad Habits
235 Goal Orientation Across Levels: The Role of Motives and Context
247 I-O Psychologists as Chief HR Officer: View From the Top
249-9 Stereotypical Perceptions of Successful Managers and Individuals With Categorical Differences in Body
285-2 Sexual Harassment in the Police Force: Does Source Matter?
300 Advancing Diversity Research Using Social Network Analysis

Performance Appraisal/360 Feedback 

6 Performance Appraisal in the Real World:  Bridging the Science-Practice Gap
17 Is the The Great Debate Over? Uses of 360° Feedback
30-3 Unethical Performance Appraisal: Effects of Political Motives on Performance Ratings
37 Practitioner Perspectives on ROI for Multisource Feedback
144-20 The Influence of Leadership Style on Performance Appraisal Judgment Policies
144-26 What Do Leaders Recall About Their Multisource Feedback?
162 Assessing the Impact of Multisource Feedback on Individual/Organizational Performance
176 Performance Management:  Design and Implementation Factors That Drive Organizational Impact
184 Performance Feedback: Innovative Contributions to Theory and Practice
268 Driving Organizational Change Through the Performance Management Process
283-3 Effects of Rater Individual Differences on Job Performance Evaluations
283-4 Why Poor Performers Receive Good Ratings: Accountability and Self-Rating Information
283-7 Job Embeddedness as an Antecedent of Teachers’ Job Performance
283-10 The Development and Validation of the Feedback Orientation Scale
283-11 Incentives and Alternative Rating Approaches: Roads to Greater Accuracy?
283-12 Personality Correlates of Leniency Bias in Performance Ratings
283-13 Examining and Reducing Rater Stereotype Affects on Performance Ratings
283-15 Relationship Between 360-Degree Feedback Program Purpose and Scores Over Time
283-16 Meta-Analysis of Moderators of Self-Other Job Performance Ratings
283-17 Using Frame-of-Reference Training to Understand Rater Idiosyncrasy, Agreement, and Accuracy
283-18 The Prevalence of Self-Enhancement in an Organizational Assessment Context
283-20 Representing Source Perceptions in Multisource Feedback Using Structural Equation Modeling
283-21 The Relationship Between Behavioral Specificity, Rater Agreement, and Performance Ratings
283-22 Let’s Make It Clear: Written Feedback Attributes’ Relationship With Performance
283-30 Do Rater Perceptions Relate to Performance Evaluation Quality?
296 Creating Results Through Performance Management Practices: Practical Considerations and Lessons

Personality 

23 The Multirole Individual: Boundary Maintenance and Individual Differences Across Roles
103-1 A Cross-Cultural Look at Personality, Culture, and Communication Apprehension
103-2 Extraversion and Performance: Natural Rewards as a Self-Management Strategy
103-3 Time-on-Task Mediates the Conscientiousness–Performance Relationship
103-4 Differential Item Functioning and Personality: Comparing Native and Non-Native Speakers
103-5 Core Self-Evaluations Moderating the Job Stress–Burnout Relationship
103-6 Predicting Extreme Responding in Surveys
103-7 The Development and Validation of the Machiavellian Personality Scale
103-8 Do Organizations Have Personalities? Spontaneous Trait Inferences and Organizational Behaviors
103-10 Do the Big Five Relate to Goal Orientation?
103-11 Implicit Theories of Personality and Change in Perception
103-12 The Architecture of Personality in the Context of Work
103-13 Dualistic Proactivity in a Team Setting: It’s Not All Good
103-14 Self/Other Comparisons: Can they Make Better Raters?
103-15 Relating Personality and Time Management Behavior to Perceived Stress
103-17 RIASEC Environments as Meta-Analytic Conscientiousness-Performance Moderators: Congruence Versus      Situational Strength
103-18 Why Does Proactive Personality Predict Employee Attitudes and Behaviors?
103-19 Meta-Analysis on the Relationship Between Big Five and Academic Success
103-20 Individual Determinants of Thresholds for Collective Action: A Laboratory Simulation
103-22 Performance as a Function of Cognitive Ability, Conscientiousness, and Tenure
103-23 Personality and Values: A Meta-Analysis
103-24 Assessing Personality Characteristics Influencing Professional Integrity Via a Biodata Measure
103-25 Combining Conscientiousness Scales:  Can’t Get Enough of The Trait, Baby
103-26 Resiliency: Measurement Model and Antidote for Coping With Work Stress
103-28 Investigating the Relationship Between Attachment Style, Work Perceptions, and Work-Outcomes
103-29 Gender and Ethnicity Differences on the AB5C: A DIF Analysis
103-30 Do Warnings of a Lie Scale Moderate the GMA-Personality Relationships?
118-12 Capitalizing on One’s Advantages: Role of Core Self-Evaluations
118-20 Lying Down on the Job: Applicant Faking and Dependability
123 The Generalizability of Personality Assessment Techniques in Non-Western Cultures
138-2 Effect of Boredom on Underemployment, Employee Engagement, and Job Performance
144-2 Can Personality Predict Leader Self-Awareness Operationalized as a Difference Score?
151 Self-Based Individual Differences in Organizations: Implications for Employee Behaviors
178 Too Much, Too Little, Too Unstable: Optimizing Personality Measure Usefulness
278 Fear Factor: Personality Assessment in Public-Sector Personnel Selection

Person–Environment Fit 

47-20 A Hierarchical Framing of Person–Work Environment Fit Constructs
79 Fit Happens: Exploring Person–Environment Fit During the Employment Life Cycle
107 Overqualification: The High Side of Poor Person–Job Fit
118-16 Motives and Outcomes of Goal-Based Person–Organization Fit
210-2 Effects of Employee Characteristics and Fit Perceptions on Work Outcomes
210-4 P–J Fit and Performance: Linear, Quadratic, and Multiplicative Effects

Power and Influence 

146-1 Abuse, Political Skill, and Individual Outcomes: A Social Exchange Perspective
258-1 Self-Enhancement and Narcissism in Leadership Evaluations: Consequences for Group Outcomes
258-2 Supervisory Behavior and Upward Influence Tactics: The Impact of Gender
258-3 Arguments for a Context-Specific Reorientation in the Research on Power
258-4 A Person-Oriented Investigation of Leader Power Bases and Employee-Related Outcomes

Professional Development for I-O Psychologists 

15 How Best to Prepare Students to be Effective I-O Practitioners
67 Speaking the Language of Business:  Case Studies in Organizational Influence
148 I-O Psychology: It’s Not Just a Job, It’s an Adventure
171 Education Research Funding for I-O Psychologists
254 Assessment of Learning in Higher Education

Recruitment/Job Search 

118-21 Recruiting Through the Stages: Which Recruiting Practices Predict When?
125 Job-Seeking as a Self-Regulatory Process: Trainable Predictors of Job-Search Intensity
210-1 Fit and Reputation as Determinants of Applicant Attraction
261-4 Referral Source, Hiring Outcome, and Applicant Reactions
261-6 Portraying an Organization’s Culture Through Properties of a Recruitment Web Site
261-10 The Role of Beliefs and Collectivism in Predicting Job Seeking
261-11 Cognitive Processing of Job Advertisements: The Impact on Organizational Attraction
261-13 Examining the Influence of Corporate Vision Statements on Organization Attraction
261-14 Parental Influence on Youth Intention to Join the Military
261-15 Determinants of Symbolic Inferences About Organizations Among Job Market Entrants
261-16 Predicting Internet Job Search Behavior and Turnover
261-18 The Influence of E-Mail Names During the Selection Process
261-19 Social Networks and Networking in Job Search
261-20 Hiring Discrimination Against Arabs:  Interactions With Prejudice and Job Characteristics
261-22 Modeling Applicant Trends for Strategic Planning
261-23 The Effect of Formal Mentoring Program Characteristics on Organizational Attraction
261-25 Fancy Job Titles: Effects on Recruitment Success
261-27 The Creation of Rapport in Employment Interviews: Just Chat?
261-28 Other-Group Orientation Moderates Influence of Perceived Diversity on Organizational Attractiveness
261-29 Investing in Internet Recruitment: Applying the Theory of Planned Behavior
283-19 Applicant Perceptions of Recruitment Sources: A Romanian Sample

Research Methodology 

47-9 Psychometric Controversy Involving Job Performance Ratings
47-14 Monte Carlo Analyses of Possible Artifacts in Lagged Regression
47-15 Regression Toward the Mean and the Control of Nuisance Variables
47-21 An Examination and Illustration of Differential Homology in Climate Research 
47-24 Assessing Common Methods Bias in Organizational Research
47-25 Covariation Versus Regression Among Intercepts and Slopes in Growth Models
83 Let’s Focus on Focus Groups: Best Practices and Case Studies
118-13 The Role of Referent Indicators in Tests of Measurement Invariance
149 A Perfect and Just Weight, a Perfect and Just Measure
187 Systems Thinking: Less Talk, More Action
191 Where is the Kernel of Truth?
214 Validity Generalization in the Workplace
237 Qualitative Methods: What, When, Why, and Are They Publishable?

Reward Systems/Compensation 

9-30 Moderated and Mediated Relationships Between Pay-for-Performance, Job Satisfaction and Performance
39 SHRM Foundation Grant Funding: Working to Advance HR
155-8 The Relative Importance of Voluntary Stock Investment on Ownership Outcomes
155-13 Antecedents of Voluntary Company Stock Investment: Who Invests and Why?

Selection: Barriers to Effective Selection (e.g., faking, adverse impact) 

61-3 A Measurement Invariance and Method Bias Model of Applicant Faking
61-8 Applicant Faking Behavior and Hiring Decisions Involving Multiple Predictors
118-1 The Effects of Behavioral Intentions and Opportunity to Fake
118-19 Differentiating in the Upper Tail: Selecting Among High-Scoring Applicants
205-2 Assessor-Related Factors and Score Differences Between Ethnically Diverse Police Applicants
205-3 Reducing Adverse Impact in Biodata Via Dimension and Item-Level Analysis
205-5 Controlling the Threat of Stereotypes: Effectiveness of Mental Control Strategies
205-6 Locus of Control and Applicant Faking: Direct and Convergent Evidence
205-7 Effects of Faking and Variance of Faking in Select-Out Systems
205-8 Why Faked Personality-Assessments Predict Performance: The Ability to Identify Criteria
205-11 Exploring the Relationship Between Academic Dishonesty and Applicant Dishonesty
205-12 The Validity of Conscientiousness in the Presence of Faking
205-14 Sex and Faking: Implications for Selection Decisions
205-15 Standardized Essay Tests: The Effects of Coaching on Score Improvement
205-17 The Impact of Test Anxiety on Maximal and Typical Performance
205-18 Controlling Faking in Personality Measures: Another Look at Unlikely Virtues 
205-19 Social Desirability and Applicant Faking Behavior: A Validation Study
205-21 Using Mixture Model-IRT to Identify Faking on Situational Judgment Tests
205-22 The Effects of Warnings and Elaborations on Selection Device Utility
205-23 SES and Admissions Test Validity:  Within Race Analyses
205-24 Faking and the Prediction of Performance: A Bootstrapping Analysis
205-26 Size and Leadership: Implicit and Explicit Associations
205-27 Using IRT to Produce More Accurate and Wider Test-Score Bands
205-28 Lab-Field Comparisons of Self-Presentation on Personality Measures: A Meta-Analysis
205-29 Retest Effects on an Unproctored Internet-Based GMA Test
205-30 Impact of IRT-Based Top-Score Banding on ASVAB Minority Selection Ratios
211 Examining Old Problems With New Tools: Statistically Modeling Applicant Faking
249-8 Gender and Letters of Recommendation: Agentic and Communal Differences
261-1 Recruiting Solutions for Adverse Impact: Race Differences in Organizational Attraction
261-7 Practical Consequences of Using Four-Fifths Rule Versus Significance Tests
301 Programmatic Adverse Impact Research: Discussing Implications and Future Research

Selection: Methods and Predictors 

11 The Employment Interview: Constructs, Questions, and Directions for Improvement
42 Alternative Predictors of Academic Performance
61-2 Does Program Level Moderate the GRE’s Predictive Validity? A Meta-Analysis
61-4 Confirmatory Factor Analysis of Mechanical Aptitude
61-5 Scoring Biodata: Empirical Versus Rational or Empirical + Rational?
61-6 Making Targeted Dimensions Transparent on Relations With Typical Performance Predictors
61-7 On the Nature of Situational Judgment Tests: A Construct-Oriented Meta-Analysis
61-9 A Meta-Analysis of Conditional Reasoning Tests of Aggression
61-12 Publication Bias of Situational and Behavioral Interview Validities
61-13 Construct Validity of Competency-Based Biodata Scales in an Enforcement Occupation
61-14 Hunters and Farmers: Increased Prediction Through Sales Role Specialization
61-15 General Construct Variance in Situational and Behavior Description Interviews
61-16 SME Trait Effectiveness Disagreement in Situational Judgment Test Scoring
61-17 Multisample Investigation of Biodata Validity and Demographic Group Differences
61-18 Assessment Center Construct Validity: Comparison With Individual Difference Variables
61-21 Will the CRT-A Work for People Aware It Measures Aggression?
61-23 The Relationship Between Culture and Situational Judgment Responses
61-24 When Does a Specific Aptitude Have Incremental Validity Over GMA?
61-25 The Construct and Incremental Validity of Compound Personality-Related Variables
61-27 Cognitive Ability and Socio-Economic Status Relations With Job Performance
61-29 Direct Support Professionals:  Predictors of Performance and Satisfaction
61-30 The Situational Judgement Test in Selection: A Medical Application
69 Unsolved Issues in Personnel Selection: Opportunities for Scientist–Practitioner Collaboration
74 Validity and Practical Application of Role-Play Assessments for Customer-Facing Positions
96 Using Applied Research To Better Understand How Language Impacts Assessments
103-27 Assessment Center Dimensions: Individual Differences Correlates and Meta-Analytic Incremental Validity
118-7 Cognitive Biodata Inventory: Evaluating Cognitive Ability in an Unproctored Environment
118-17 Social Skills and Interview Performance: Mediating Role of Nonverbal Behavior
140 Alternative Validation Strategies: Developing New and Leveraging Existing Validation Evidence
141 The Assessment Center Validity Paradox: Alternative Analytic and Design Methodologies
168 Cut Score Development as an Extension of the Validation Process
170 Exploring the Use of Forced-Choice Personality Measures in Personnel Selection
180 Assessment Center (Modern) Validity: Forty Years Since Bray and Grant
205-9 Assessing Competencies: Competencies Through the Eyes of Psychologists
209 Physical Performance Testing: What Is the True Impact?
212 A More Targeted Recruiting Process through Structured Interviewing...Challenges and Successes

Selection: Practice (e.g., system design, administration, trends) 

27-13 A Comparison of Assessment Center Practices in Western Europe and North America
61-28 Data Trends in Open Mode, Online, Unsupervised Cognitive Ability Testing
103-21 Personality Testing Online (Unsupervised) and Paper and Pencil (Supervised)
156 Advanced Approaches to Basic Qualifications: Methods and Implications for Organizations
189 A Juggling Act: Devising Personnel Selection Systems
205-1 The Construct Validity of a Situational Judgment Test
205-4 Retest Policies: Who Are Retesters and What Are Practical Implications?
205-10 Ultra High Stakes Assessment, the Case for an Additional Paradigm
205-16 Antecedents and Outcomes of Selection Practice Effects
205-20 Automated Essay Scoring: Participant Reactions and Recommendation Intention
242 Unproctored Internet Testing: Challenges and Solutions
243 Item Degradation: Impact, Detection, and Mitigation
259 Follow the Leader—Transitioning Corporations to Unproctored Internet Testing (UIT)
261-3 How Variations in Job-Ad Information Affect Preentry Socialization
291 Doing the Right Thing: Hiring Employees With Vision-Related Disabilities
298 I Meets O: Implementing New Selection Systems as Change Management
299 Understanding Nepotism: Examining the Elephant in the Room

Special Events

1 Plenary Session: Presidential Address, Presentation Of SIOP Award Winners, Fellows
10 Checking in With the Scientist–Practitioner Model: How Are We Doing?
13 SIOP Organizational Frontiers Volume:  Conflict in Organizations
29 SIOP Organizational Frontiers Volume: The Psychology of Entrepreneurship
38 Workplace Stressors and Minority Health:  Exploring and Expanding New Territory
50 SIOP Organizational Frontiers Volume:  Perspectives on Organizational Fit
55 I-O in the News: Being Part of the Story
72 Distinguished Early Career Contribution Award: Assessment Centers: A Tale About Exercises, Dimensions, and Dancing Bears
88 SIOP Professional Contributions Award Address:  How to Develop Organizational Effectiveness: Connecting the Dots of Experience, Research, and Theory
98 Committee on Lesbian, Gay, Bisexual, and Transgender Issues Meeting
100 Committee on Ethnic Minority Affairs (CEMA) Meeting
101 International Affairs Meeting
109 Distinguished Teaching Contribution Award: Teaching is a Process of Lifelong Learning
118-24 2006 SIOP S. Rains Wallace Dissertation Research Award Poster:  Goal Regulation Across Time: The Effects of Feedback and Affect
175 Building the Network:  A Working Session for Undergraduate I-O Programs
198 M. Scott Myers Award Presentation:  Securing Our Homeland: I-Os on the Frontline After 9-11
216 Talent Attraction, Development, Retention: Insights from SIOP’s Leading Edge Consortium—Innovations in Technology
221 Distinguished Scientific Contributions Award: Organizational Justice: A SWOT Analysis
224 Social Responsibility and Sustainability: Definitions, Descriptions, and Applications to Business
225 SIOP Fellows...Who, What, When, Where, Why?
230 Talent Attraction, Development, Retention:  Insights From SIOP’s Leading Edge Consortium
232 Master’s Council Session
251 Education and Training in I-O Psychology: Open Meeting of Educators
262 Special Invited Event Sponsored by the SIOP Program Committee: Globalization and U.S. International Competitiveness
284 Global Trends in HR
287 The Scientific and Practical Implications of Globalization

Statistical Techniques 

33 Santa Claus, the Tooth Fairy, and Perfect Measurement Equivalence
47-2 Measuring Overall Effect Size of Logistic Regression Models
47-6 A Comparison of Parceling Strategies in Structural Equation Modeling
47-8 Cross-Level Assumptions of Invariance: Issues, Insights, and Implications
47-12 A Multilevel Logistic Regression Approach to Studying Faking
47-29 Brief Note on the r-to-z’ Transformation in Meta-Analysis
106 State-of-the-Art Uses for Regression Analysis in I-O Psychology
205-25 Measuring Heterogeneity in Categorical Variables
283-1 A Propensity Score Analysis of Work Status and Job Attitudes

Strategic HR 

9-9 Impact of HR Influence on Agency Financial Performance in Australian Public Sector
95 Breakthroughs in Talent Management:  Applying a Talentship Decision Science
255 Blazing Paths: Creating I-O Practices to Guide Organizations Through Mergers

Stress 

5 Positive Psychology and Organizational Stress:  Theoretical and Empirical Connections
119 New Developments in Social Support Research
193-2 The Differential Perception and Reactivity Model of Occupational Stress
193-5 Employee Reactions to Aggression and Cost Cutting: A Stress-Process Model
193-8 Differential Physical and Emotional Fatigue Effects on Workload Management Strategies
193-11 Augmenting Psychological Resources to Reduce Stress:  A Field Experiment
193-14 Sources of Occupational Role Stress Experienced by Psychologists
193-15 Job Complexity, Job Strains, and Self-Efficacy in Cross-Cultural Settings
193-16 Distress and Job search: A Daily Repeated Measure Study
193-17 Emotional Strain and Organizational Citizenship Behaviors: A Meta-Analytic Review
193-18 Individual Differences in the Effects of Work Underload
193-20 Impact of Supervisor Support on Employee Outcomes: A Longitudinal Study
193-21 Business Travels and the Work–Family Interface: A Longitudinal Study
193-22 Hero or Goat: Effects of Catastrophizing on Performance Under Stress
193-23 Understanding Job Stress: It Is More Than Workload
193-24 Demand-Control Model of Occupational Stress:  Type of Control Matters
193-25 How Organizational Support Perceptions Relate to Felt Stress and Strain
193-26 Perceptions of Organizational Politics as an Antecedent of Strain Outcomes
193-27 Evaluating the Differential Perception and Reactivity Model of Occupational Stress
193-29 Hardiness and Social Support as Mediators of Student Stress
267-2 Sex Differences in Burnout: A Meta-Analysis
267-4 Workplace Context and Proactive Self-Regulatory Coping as Predictors of Burnout/Boredom

Succession Planning 

110 Succession Management in Action:  Realities From the Trenches

Teaching I-O Psychology 

35 Practicing What We Preach: Teaching Active Learning Techniques Actively
64 Teaching and Learning and Wiki: Oh My!
80 To PhD or Not to PhD
154 Building the Consulting Function in an I-O Master’s Program
219 I-O Master’s Careers: Successful Paths to Divergent Destinations
260 Beyond Lecturing:  Ideas for More Interesting and Applied I-O Courses

Technology and I-O (Internet, video, computer) 

70 Closing the Gap: Organizational Impacts of Relational Distance
86 Advancing Research on Unproctored Internet Testing
194 The Impact of Testing Conditions on Online Assessment
261-2 Examinees’ Reactions to Computer-Based Versus Telephonic Oral Proficiency Interviews
261-8 Personality in Virtual Teams: A Lab-Based Study
261-17 Context Effects in Internet Testing: A Literature Review
261-21 DFIT Analysis of Web-Based and Paper-Based Versions of the WPT
261-26 Investigating Predictors of Monitoring Technology Acceptance: Does Performance Matter?

Training 

27-9 Using Guidance and Elaboration to Enhance Performance in Web-Based Environments
27-16 Assessing the Predictive Validity of Peer Ratings of Goal Orientation
27-17 Situational Judgment Tests and Training Evaluation
27-19 Person Attributes in Error Training: Who Learns From Their Mistakes?
27-23 Influence of External Feedback Propensity on Feedback Perceptions and Motivation
27-28 Beyond the Technology: Research-Based Guidelines for Designing Blended Learning
52-1 Giving Goodies in Training: Are There Benefits?
52-2 The Influence of Stress-Induced Fidelity on Training Transfer
52-4 Transfer Training Intentions: The Role of Motivational and Dispositional Factors
77 Why Use Situational Judgment Tests for Training and Development?
111  Psychological Contributions to Extreme Event Disaster Prediction and Recovery Management
206 Measuring and Molding Learners’ Minds: A Training Research Perspective
222 Promoting Individual and Team Adaptability Through Training

Utility/Organizational Performance 

47-1 The Good and Bad of Strategic Planning in Research Organizations

Work and Family/Nonwork 

22 Flipping the Coin:  Considering Children in Work–Family Research
58 Contextual Influences on Work and Nonwork Role Integration
61-10 Effects of Applicant Pregnancy on Hiring Decisions and Interview Ratings
134 Social Support, Leadership, and Work–Family Outcomes
193-7 A Longitudinal Validation of the Person–Organization Boundary Strength Scales (POBSS)
229-2 Employee Well-Being: A Multilevel Model Linking Work and Family Domains
229-9 Supervisor Support and Interactions With Work–Family Programs on Employee Outcomes
229-10 Family-to-Work Conflict and Organizational Citizenship Behavior Among Spanish Employees
229-11 The Opt-Out Revolution: Pull to Motherhood or Escape From Work?
229-12 What Constitutes a Working Parent Friendly School?
229-14 Flexible Work Arrangements: Why Do Employees Use Them?
229-16 Role Sending Through Faculty Work Absorption, Work–Family Conflict, and Crossover
229-17 Examining Employee Use of Family-Friendly Benefits: An Empirical Study
229-18 The Relationship Between Mentoring and Work–Family Conflict: The Mentor’s Perspective
229-19 Dependent Care Responsibilities’ Effect on Benefit Utilization and Work–Family Conflict
229-20 Effects of Subordinate Commitment to Family Identity Abusive Supervision Outcomes
229-21 Interactive Effects of Psychological Work–Life Predictors on Job Outcomes
229-22 Work–Family Conflict as a Mediator Within the Work–Family Interface
229-24 Structure Invariance of the NSCW Work–Family Conflict Scale Across Gender
229-25 Work–Family Coping Strategies and Workload:  What Strategies Are Best?
229-26 Gender Differences in Formal and Informal Support Interactions on Commitment
229-27 The Role of Work Eustress in Work–Family Positive Spillover

Work Groups/Teams and Group Processes 

8 The Great Bear Wilderness Disaster: Lessons in Team Learning
27-1 Firm Performance and Top Management Team Age, Tenure, and Education
27-2 Methodologies Employed in Measuring Shared Cognition: What Do We Know?
27-4 Self-Esteem and Consistency in Group-Evaluations: The Role of Implicit Self-Theories
27-5 On the Perils of Polychronicity: Multitasking Effects in Nuclear Crews
27-6 The Affective Bases of Team Performance During Nonroutine Events
27-7 A Multilevel Analysis of the Determinants of Teamwork Behavior
27-8 Sleep Deprivation and Decision-Making Teams: A Contingent Effect
27-10 Transactive Memory in Virtual Teams: Noncontribution and Team Response
27-11 An Exploratory Meta-Analysis of Cohesion and Performance in Project Teams
27-12 Conscientiousness, Potency, and Performance in Teams: A Longitudinal Study
27-14 Team Climate Configurations: Effects on Team Processes and Effectiveness
27-18 Team Cognition in the Intensive Care Unit
27-20 Group Structure and Task Type: Expanding the Stepladder Technique
27-21 Effect of Individual Counterproductive Behaviors on Team Performance Over Time
27-22 Revisiting the Team Demographic Diversity and Performance Relationship: A Meta-Analysis
27-24 Leader Behavior and Group Potency:  Effects of Subordinate Agreement
27-25 Linking Individual-Level Technical, Contextual, and Adaptive Performance to Team Processes
27-26 Personality and Teamwork: Cognitive Motivation as a Multilevel Linking Mechanism
27-27 The Influence of Experience and Planning on Team Mental Models
27-29 The Relationship Between Team Personality and Team Performance:  A Meta-Analysis
103-16 Investigating the Distinctiveness of Individual and Collective Personality
118-9 A Meta-Analytic Examination of Team Development Interventions
118-10 How Do Team Leaders Choose Team Members? Two Exploratory Studies
118-22 Effects of Commitment and Communication Media on Trust and Motivation
248 Using Blended Project Teams:  Implications for Clients, Consultants, and Researchers
272 Shared Cognition: Delving Into Metrics (An Examination of Measurement Methodologies)
286 Information Exchange in Teams

Workplace and Interpersonal Conflict 

84-19 A Deontic Justice Framework for Understanding Self-Construal and Apology Processes
146-2 The Nursing Incivility Scale: Development of an Occupation-Specific Incivility Measure
229-8 Effects of Work–Family Conflict on Organizational Culture and Organizational Performance
283-6 Social Distance and Managerial Style: Predictors of Influence Tactics Usage

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