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Saturday PM

 Indicates Saturday Theme Track Session

 

 

249. Master Tutorial: 12:00 PM–1:20 PM  
Continental 1

One and one-half (1½) CE credits for attending! Register at the session.

Constructive Use of Comments in Organizational Surveys: A Targeted Tutorial

A scientist–practitioner perspective is provided on appropriate comment use in organizational surveys. Critical decision points and options are reviewed within 4 survey phases: creating, capturing, analyzing, and presenting. Issues arising from Web surveys are emphasized. The targeted content will benefit all levels but especially practitioners without extensive comment handling experience.

Kristofer J. Fenlason, Data Recognition Corp, Presenter

Lori Foster Thompson, North Carolina State University, Presenter

Reanna M. Poncheri, NC State/Surface, Ward, & Assoc., Presenter

Submitted by Anna Chandonnet, achandonnet@datarecognitioncorp.com

 


 

250. Symposium/Forum: 12:00 PM–1:20 PM  
Continental 2

Relationships Between Supportive Work Environments and Worker Safety Outcomes

Workers can (and do!) subvert or ignore organizational policies and procedures designed to keep them safe. The research presented in this symposium demonstrates the importance of a work environment that supports safety as a means for improving worker safety outcomes.

Lisa Kath, San Diego State University, Chair

Alyssa McGonagle, University of Connecticut, Chair

Jennifer D. Nahrgang, Michigan State University, Frederick P. Morgeson, Michigan State University, David A. Hofmann, University of North Carolina at Chapel Hill, The Influence of Supportive Social Environments and Management on Safety

Johnny Mitchell, The Keil Centre, Malcolm Patterson, Institute of Work Psychology, The Impact of Trust, Distrust, and Communication on Safety Behavior

Karen Marks, San Diego State University, Lisa Kath, San Diego State University,  Drivers of Upward Safety Communication

Alyssa McGonagle, University of Connecticut, John E. Mathieu, University of Connecticut, Lisa Kath, San Diego State University, A Multilevel Look at Upward Safety Communication

Submitted by Alyssa McGonagle, alyssa.mcgonagle@uconn.edu

 


 

251. Symposium/Forum: 12:00 PM–1:20 PM  
Continental 6

Building Management Capability: The Road to Competitive Advantage

This practitioner forum will share research indicating why building management capability is important to organizations and will present a model for building capability that is grounded in change management. Next, 2 organizations will outline the key activities and processes that they have put in place to build manager capability.

Edie L. Goldberg, E. L. Goldberg & Associates, Chair

Edie L. Goldberg, E. L. Goldberg & Associates, A Model for Buidling Management Cability

Suzan L. McDaniel, Bristol-Myers Squibb, Erika D’Egidio, Bristol-Myers Squibb, Building Management Capability to Drive Business Strategy and Employee Engagement

Rebecca L. Anhalt Borden, Sun Microsystems, Inc., Rachel M. Johnson, Colorado State University, Managers as Critical Levers for Sustaining Change

Submitted by Edie Goldberg, edie@ELGoldberg.com

 


 

252. Symposium/Forum: 12:00 PM–1:20 PM  
Continental 7

OCB: Going Beyond Traditional Models of Social Exchange

The papers in this session extend prior research by going beyond traditional social exchange predictors of OCB and emphasizing proactive rather than reactive predictors of OCB. Each paper presents a different explanation for why performance of OCBs can have positive personal benefits for the employees who engage in OCB.

Linn Van Dyne, Michigan State University, Chair

Matthias Spitzmuller, Michigan State University, Chair

Matthias Spitzmuller, Michigan State University, Linn Van Dyne, Michigan State University, The Right Deed for the Wrong Reason, Does It Matter?

Bruce M. Meglino, University of South Carolina, M. Audrey Korsgaard, University of South Carolina, Scott W. Lester, University of Wisconsin-Eau Claire, Sophia Jeong, University of South Carolina, Multiple Motives for Organizational Citizenship Behavior

Carsten K. W. De Dreu, University of Amsterdam, The (Un)Selfishness of Being a Good Citizen

Adam Grant, Kenan-Flagler Business School, UNC, Anticipated Guilt as a Motivational Resource for Task Initiative

Wm. Matthew Bowler, Oklahoma State University, Jonathon Halbesleben, University of Wisconsin-Eau Claire, OCB Motive Attributions and LMX Relationships

Submitted by Matthias Spitzmuller, spitzmuller@bus.msu.edu

 


 

253. Symposium/Forum: 12:00 PM–1:20 PM  
Continental 8

Examining the Relationship Between Affect, Emotions, and Counterproductive Work Behaviors

Theoretical models and empirical research have shown that affect and discrete emotions can lead to acts of counterproductive work behavior. The papers in this symposium discuss how state affect, emotional reactions to organizational injustice and mistreatment, and boredom influence a wide range of counterproductive work behaviors.

Boris B. Baltes, Wayne State University, Chair

Malissa A. Clark, Wayne State University, Chair

Daniel Skarlicki, University of British Columbia, Danielle van Jaarsveld, University of British Columbia, David D. Walker, Sauder School of Business, Emotion: The Link Between Mistreatment by Customers and Employee Retaliation

John Trougakos, University of Toronto-Scarborough, David Zweig, University of Toronto-Scarborough, Catherine E. Connelly, McMaster University, “I’m Not Telling”: Emotional Experiences and Knowledge Hiding in Organizations

Emily M. Hunter, University of Houston, Lisa M. Penney, University of Houston, Aditi Raghuram, University of Houston, Andrea Ugaz, University of Houston, Sabrina Volpone, University of Houston, Customer Affect and Customer-Directed Counterproductive Work Behavior

Kari Bruursema, Verizon Wireless, Stacey Kessler, Montclair State University, Paul E. Spector, University of South Florida, How Boredom Proneness and Job Boredom Affect Counterproductive Work Behavior

Suzy Fox, Loyola University-Chicago, Discussant

Submitted by Malissa Clark, malissa@wayne.edu

 


 

254. Panel Discussion: 12:00 PM–1:20 PM  
Continental 9

Generation Gap Challenges and Opportunities Arising From the Demographic Shift

Baby Boomers are retiring. Smaller proportions remain in succeeding generations, leaving organizations daunting challenges to attract, retain, develop, and motivate very different employees. The impact across industries, types of workers, and human resources functions will be discussed, as well as cutting-edge solutions at leading organizations.

Scott Eggebeen, New York University, Chair

Judy Chen, Polo Ralph Lauren, Panelist

Russell E. Lobsenz, TSA, Panelist

Christopher T. Rotolo, Behavioral Insights, LLC, Panelist

Submitted by Scott Eggebeen, se17@nyu.edu


 

255. Community of Interest: 12:00 PM–1:20 PM  
Franciscan A

Person–Job, Person–Organization, and Person–Environment Fit

Jeffrey R. Edwards, University of North Carolina, Host
Amy L. Kristof-Brown, University of Iowa, Host

 


 

256. Symposium/Forum: 12:00 PM–1:20 PM  
Imperial B

Team Coordination in High-Risk Environments

Effective coordination is crucial for teams in high-risk environments. The research presented adds to the growing knowledge on team coordination by specifying processes of sensemaking, shared mental model development, and adaptive coordination necessary for successful decision making and action in military, civil aviation, medical, emergency response, and firefighting teams.

Gudela Grote, ETH Zürich, Chair

Mary Waller, Maastricht University, Sjir Uitdewilligen, Faculty of Economics and Business Administration, Talking to the Room: Collective Sensemaking During Crisis Situations

Thomas W. Reader, University of Aberdeen, Rhona H. Flin, University of Aberdeen, Kathryn Mearns, University of Aberdeen, Brian Cuthbertson, Health Services Research, Team Situation Awareness: Anticipating Patient Outcomes in the ICU

Gudela Grote, ETH Zürich, Enikö Zala-Mezö, ETH Zürich, Barbara Künzle, ETH Zürich, Michaela Kolbe, ETH Zürich, Adaptive Coordination in Cockpit Crews

C. Shawn Burke, University of Central Florida, Leslie DeChurch, University of Central Florida, Eduardo Salas, University of Central Florida, Gerald F. Goodwin, U.S. Army Research Institute, Modes of Coordination in Multiteam Systems

Robert A. Roe, University of Maastricht, Discussant

Submitted by Thomas Reader, tom.reader@abdn.ac.uk

 


 

257. Symposium/Forum: 12:00 PM–1:20 PM  
Yosemite A

Integrating Conditional Standard Errors of Measurement Into Personnel Selection Practices

The standard error of measurement (SEM) plays an important role in personnel selection. Recent testing standards advocate conditional SEMs (CSEMs). We will discuss a recommended CSEM method, demonstrate an application of that method, integrate it into a banding methodology and a method of setting cutoff scores, and clarify common misconceptions.

Gregory M. Hurtz, California State University-Sacramento, Chair

Dan Biddle, Biddle Consulting Group, Overview of CSEM Methods With Recommendations for Personnel Selection Practice

Kasey Stevens, California State University-Sacramento, Lawrence S. Meyers, California State University-Sacramento, An Application of CSEMs in a Corrections Academy Selection Test

Dan Kuang, Biddle Consulting Group, Inc., Jim Higgins, Biddle Consulting Group, Establishing Bands and Cutoff Scores for Hiring Decisions Using CSEMs

Gregory M. Hurtz, California State University-Sacramento, Clarification on Some Misconceptions About Conditional Standard Errors of Measurement

Robert J. Harvey, Virginia Tech, Discussant

Submitted by Gregory Hurtz, ghurtz@csus.edu

 


 

258. Symposium/Forum: 12:00 PM–1:20 PM  
Yosemite B

Generational Faultlines in the Workplace: Directions for Research and Practice

Shifting demographics, aging workforces, and increasing longevity pose complicated challenges for individuals and organizations. This symposium brings together a diverse group of scholars who will engage both macro- and microtheoretical perspectives to understand the implications of these generational dynamics for future theory, research, and practice.

Lynn M. Shore, San Diego State University, Age Diversity and Generational Conflict

Kimberly Wade-Benzoni, Duke University, Intergenerational Beneficence

Joseph J. Martocchio, University of Illinois at Urbana-Champaign, Generational Dynamics in the Workplace: HR Professionals’ Career Paths

John Dencker, University of Illinois at Urbana-Champaign, Generational Dynamics in the Workforce and Society

Aparna Joshi, University of Illinois at Urbana-Champaign, Discussant

Submitted by Aparna Joshi, aparnajo@uiuc.edu

 


 

259. Symposium/Forum: 12:00 PM–1:20 PM  
Yosemite C

An Unbalanced Equation? Exploring Followership Within the Leadership Process

Traditional approaches to leadership research have primarily focused on the traits and behaviors of leaders. Consequently, we know very little about followers and the role that they play in the dynamic leadership process. This symposium addresses this gap in the literature by exploring empirical and theoretical work on followership.

Michelle Bligh, Claremont Graduate University, Chair

Melissa Carsten, Gallup Leadership Institute, Chair

Michelle Bligh, Claremont Graduate University, Jeffrey Kohles, Center for Leadership Innovation and Mentorship Building (CLIMB), Leading or Following? Contemporary Notions of Followership in Academic Research

Susan Baker, Morgan State University, Characteristics of Effective Followers: Integral Components of Leader–Follower Processes

Joerg Felfe, University of Siegen, Birgit Schyns, University of Portsmouth, Followers’ Personality and the Perception of Transformational Leadership

Melissa Carsten, Gallup Leadership Institute, Mary Uhl-Bien, University of Nebraska-Lincoln, Bradley J. West, University of Nebraska-Lincoln, Exploring the Antecedents and Consequences of Follower Behavior

Submitted by Melissa Carsten, mcarsten2@unl.edu

 


 

260. Symposium/Forum: 12:30 PM–1:50 PM  
Continental 3

Measuring Information and Communication Technology Literacy

Increasingly, today’s jobs require information and communication technology literacy (ICTL). Yet, measuring ICTL in an environment of rapidly changing technology is challenging. Test items and specifications can become obsolete quickly. The papers in this symposium describe ICTL taxonomies and provide examples of measures and their psychometric properties.

Teresa L. Russell, Human Resources Research Organization, Chair

Teresa L. Russell, Human Resources Research Organization, W. S. Sellman, Human Resources Research Organization, Review of Information and Communication Technology Literacy Measures

Jon Haber, First Advantage Assessment Solutions, Scott Stoddart, Certiport, Inc., Measuring Information and Communication Technology Literacy With IC3

Irv Katz, Educational Testing Service, Yigal Attali, Educational Testing Service, ETS’s iSkills Assessment: Measurement of ICT Literacy

Neal W. Schmitt, Michigan State University, Discussant

Jane Arabian, Office of the Under Secretary of Defense (Personnel & Readiness)/Military Personnel Policy, Discussant

Submitted by Teresa Russell, trussell@humrro.org

 


 

261. Symposium/Forum: 12:30 PM–1:50 PM  
Continental 4

That Can’t Be True! Detecting Faking Using Bogus Items

Although little research has explored the bogus item technique as a way to detect faking in selection, this technique has several strengths that warrant further research attention. This symposium brings together several studies to address validity, correlates, and the use of bogus item technique.

Julia Levashina, Indiana University Kokomo, Chair

Michael A. Campion, Purdue University, Chair

Brian H. Kim, Occidental College, Truth, Lies, and Everything in Between: Bogus Item Response Processes

Sarah A. Carroll, Hofstra University, Detecting Faking Using a Bogus Knowledge Test

Lauren J. Ramsay, San Jose State University, Brian H. Kim, Occidental College, Frederick L. Oswald, Michigan State University, Neal W. Schmitt, Michigan State University, Michael A. Gillespie, Denison Consulting, Bogus Items, Their Content, and Responses Under Different Situational Constraints

Julia Levashina, Indiana University Kokomo, Frederick P. Morgeson, Michigan State University, Michael A. Campion, Purdue University, They Don’t Do It Often, but They Do It Well

Murray R. Barrick, Texas A&M University, Discussant

Submitted by Julia Levashina, jlevashi@iuk.edu

 


 

262. Interactive Posters: 12:30 PM–1:20 PM  
Executive Board Room

Managing Diversity: What’s the Big Deal?

Brian O’Leary, University of Tennessee-Chattanooga, Facilitator

 


 


262-1 Support for Diversity: Encouraging Beneficial Aspects of a Diverse Workforce

Little research has examined support for diversity initiatives or their outcomes. Using a lab experiment, the utility of support for diversity and supervisor support for general and diversity-specific outcomes was examined. Both types of support enhanced diversity-related task performance. Support for diversity reduced perceived discrimination in minorities and nonminorities.

Maria Arboleda, University at Albany-SUNY

Linda Shanock, University of North Carolina at Charlotte

Submitted by Maria Arboleda, ma477198@albany.edu

262-2 Managing Workplace Diversity: The Role of Organizational Culture

This study tests the effect of organizational culture on contributing to the management of workplace diversity. Hypotheses about organizational culture, group diversity, and diversity management perceptions were tested in a sample of approximately 7,500 employees divided into 800 workgroups. Results indicate that involvement is a key component to diversity management.

Ashley Guidroz, Bowling Green State University

Lindsey Kotrba, Denison Consulting

Submitted by Ashley Guidroz, aguidro@bgnet.bgsu.edu

262-3 Diversity’s Bottom Line: Diversity Climate and Organizational Financial Performance

This study assessed the economic impact of inclusive diversity climates on organizational financial performance. Worksites with diversity-inclusive climates were significantly more profitable, with staff working in self-reported inclusive climates producing more revenue per dollar spent on them than did employees working in less inclusive climates.

Lynn Offermann, George Washington University

Kenneth Matos, George Washington University

Adam Malamut, George Washington University

Submitted by Lynn Offermann, lro@gwu.edu

262-4 Organizational Efforts to Support Diversity Matter

Integrating Leventhal’s (1980) rules of procedural justice and the group-value model of procedural justice (Tyler & Lind, 1992), this study found that the negative effects of perceived racial discrimination on procedural justice can be attenuated by organizational efforts to support diversity.

Maria Triana, Texas A&M University

María Garcia, University of Texas at El Paso

Denise Carillo, University of Texas at El Paso

Submitted by Maria Triana, mtriana@mays.tamu.edu

 


 

263. Symposium/Forum: 12:30 PM–1:50 PM  
Franciscan B

Individual Differences and Decision Making at Multiple Levels of Analysis

The purpose of this symposium is to highlight recent research investigating the impact of individual differences on decision making across individual, dyadic, and team levels of analysis. A variety of characteristics are featured, including the tendency to seek advice, Machiavellianism, and perspective taking, as well as learning and performance orientation.

Susan Mohammed, Pennsylvania State University, Chair

Nataliya Baytalskaya, Pennsylvania State University, Chair

Alexander R Schwall, Pennsylvania State University, Susan Mohammed, Pennsylvania State University, Individual Differences and Decision Making: A Review and Future Directions

Shuang Yueh Pui, Bowling Green State University, Margaret E. Brooks, Bowling Green State University, Tendency to Seek Advice in Decision Making

Nataliya Baytalskaya, Pennsylvania State University, Susan Mohammed, Pennsylvania State University, Machiavellianism and Perspective Taking’s Roles in Negotiation Strategies and Outcomes

Anne Nederveen Pieterse, Erasmus Research Institute of Management, Daan van Knippenberg, Erasmus University Rotterdam, Dirk Van Dierendonck, Erasmus University Rotterdam, Goal Orientation (Diversity and Aggregate) and Decision Making Over Time

Scott Highhouse, Bowling Green State University, Discussant

Submitted by Nataliya Baytalskaya, nzb114@psu.edu

 


 

264. Symposium/Forum: 12:30 PM–1:50 PM  
Franciscan C

Organizational Psychologists and World Poverty: Our Roles and Obligations

This audience interactive symposium examines the roles and obligations of I-O psychologists in dealing with poverty reduction in the world. Presentation by colleagues active in this area will be followed by plans for the formation of a global task force of organizational psychologists for research and consultation on poverty reduction.

Walter Reichman, Sirota Survey Intelligence, Chair

Lakshmi Ramarajan, University of Pennsylvania, Caroline Hossein, University of Toronto, Organizational Psychology, World Poverty, and Enterprise Development

Michael Frese, University of Giessen, Poverty Reduction Through Psychological Research on Business Owners in Africa

Virginia Schein, Gettysburg College, Poor Women and Work in Developing Countries: Research Opportunities

Stuart C. Carr, Massey University, Malcolm MacLachlan, Trinity College, Dublin University, The Poverty of Psychology: Can We Reduce It?

Frank J. Landy, Landy Litigation Support Group, Discussant

Submitted by Walter Reichman, walter_reichman@baruch.cuny.edu

 


 

265. Special Events: 12:30 PM–1:20 PM           
Grand Ballroom A

Innovations in I-O Teaching and Curricula

The goal of this interactive poster session is to allow successful educators to showcase innovative teaching or curriculum strategies and/or best practices for training I-O psychologists. Topic areas include, but are not limited to, innovations in service learning, interdisciplinary curricula, and teaching of research and practice skills.

Linda R. Shanock, University of North Carolina at Charlotte, Chair

Elise L. Amel, University of St. Thomas, Presenter

James M. Conway, Central Connecticut State University, Presenter

Roseanne J. Foti, Virginia Tech, Presenter

Tomas R. Giberson, Oakland University, Presenter

Peter D. Bachiochi, Eastern Connecticut State University, Presenter

Meridith E. Selden, Gallaudet University, Presenter

Zinta S. Byrne, Colorado State University, Presenter

Kurt Kraiger, Colorado State University, Presenter

Bill Attenweiler, Northern Kentucky University, Presenter

Stefanie K. Johnson, University of Colorado-Denver, Presenter

Eden B. King, George Mason University, Presenter

 


 

266. Poster Sessions: 12:30 PM–1:20 PM  
Grand Ballroom B

Organizational Culture/Climate/Performance Appraisal/Feedback

266-1 Can Assessor Behavioral Training Transfer to Performance Appraisals Ratings?

This multilevel investigation examined the effects of transfer of training on supervisors’ ability to write behavioral comments on performance evaluations. Performance appraisal comments were compared for individuals who received assessment center training to be an assessor and individuals who had not. Analyses revealed significant differences between trained and untrained raters.

Therese Macan, University of Missouri-St Louis

Katie Mehner, University of Missouri-St. Louis

Lyndsey Havill, University of Missouri-St. Louis

Lisa Roberts, Burger King Corporation

Laura Heft, Edward Jones

Submitted by Therese Macan, Therese.Macan@umsl.edu

266-2 Performance Evaluations of Asians: Influence of Race-Occupation Stereotype Fit

Two studies examined effects of race-occupation stereotypes on technical and leadership performance evaluations. Results indicate that evaluations were influenced by the (in)congruence of race-occupation stereotype. Findings provide some explanations regarding the challenges of upward mobility for Asian Americans.

Thomas Sy, University of California Riverside

Judy Strauss, California State University-Long Beach

Ted Shore, California State University-San Marcos

Kristine Ikeda, California State University-Long Beach

Submitted by Judy Strauss, jstrauss@csulb.edu

266-3 Social Context and Performance: An Examination of Causal Priority

The relationship between organizations’ social context and customer satisfaction is investigated longitudinally over a 6-year period. Results of this analysis of causal priority provide the strongest evidence to date that social context causes customer satisfaction, although, not surprisingly, evidence of reciprocal causality also exists.

Anthony S. Boyce, Aon Consulting, Inc.

Michael Gillespie, Denison Consulting

Ann Marie Ryan, Michigan State University

Submitted by Anthony Boyce, anthonyboyce@gmail.com

266-4 How Far Is Far? Relational Distance as a Multidimensional Construct

In response to changes in the nature of work, this paper explores perceptions of relational distance and demonstrates that it has 3 dimensions. Structural distance includes physical distance, communication channel, and interaction frequency; status distance includes demographic and social; and psychological distance is a lack of affinity.

Laura Erskine, Illinois State University

Submitted by Laura Erskine, lerskine@ilstu.edu

266-5 A Critical Look at Ourselves: Reviewing Gender, Satisfaction, and Performance

This study surveyed 1,135 full-time psychology faculty members working in 229 academic departments throughout the U.S. and Canada. Results using hierarchical linear modeling (HLM) suggested gender differences relating to job satisfaction and job performance were based upon the structure and teaching orientation of the department.

Stacey Kessler, Montclair State University

Paul Spector, University of South Florida

Submitted by Stacey Kessler, stacey9815@aol.com

266-6 Profiles of Organizational Culture: The Variable Effects of Consistency

This empirical study considers the combined effects of 4 culture traits on sales growth for a large sample of organizations. As hypothesized, the effects of consistency on sales growth varied in both magnitude and direction as a function of other key culture traits, highlighting the complexity of culture profiles.

Aaron Schmidt, University of Akron

Michael Gillespie, Denison Consulting

Lindsey Kotrba, Denison Consulting

Samantha Ritchie, University of Akron

Daniel Denison, International Institute for Management Development

Submitted by Lindsey Kotrba, lkotrba@denisonculture.com

266-7 A Meta-Analysis of Climate for Service and Customer-Perceived Outcomes

This study examines the relationship between organizational service climate and positive perceptions of service quality, customer satisfaction, and loyalty. The study also examines possible differences between employee and customer perceptions of the outcome variables. Results suggest that service climate positively relates to various customer perceptions.

Ariel Lelchook, Wayne State University

Nathan Weidner, Wayne State University

Coy Ferrell, Wayne State University

Submitted by Ariel Lelchook, alelchook@wayne.edu

266-8 The Pattern of Safety Climate in Hospitals Predicts Patient Harm

This research examined the pattern of safety climate on patient safety outcomes in a national sample of hospitals. The system of care, as evidenced by the patterns of safety climate across multiple units, was related to patient harm at the hospital level of analysis.

Julie Lyon, Roanoke College

Submitted by Julie Lyon, lyon@roanoke.edu

266-9 Relationships Between Constituency Specific Climate, Affective Commitment, and Citizenship Behaviors

The authors propose a model designed to clarify the different relationship among constituency-related climate, commitment, and citizenship behaviors. A series of hierarchical regressions were analyzed to determine whether commitment moderated the climate–OCB relationship. Results partially support the organizational constituency model of the climate–OCB relationship.

Brandon Smit, Saint Louis University

Patrick Maloney, Saint Louis University

Kevin Fox, Saint Louis University

Christopher Wright, Corporate Survey.com

Submitted by Patrick Maloney, pmalone4@slu.edu

266-10 Beyond Applicants: Outcomes of Employer Branding Among Employees

Employer branding (i.e., promotional descriptions) leads to employee retention (Backhaus & Tikoo, 2004). Surveys of hotel employees indicated that employer branding functions differently among employees than reported previously with applicants (Harold, 2005). Only instrumental traits related to job satisfaction and person–organization fit fully mediated the employer branding/organizational identification relationship.

Tiffany Parker, Minnesota State University

Kimberly O’Farrell, Minnesota State University-Mankato

Submitted by Tiffany Parker, tiffanymparker@gmail.com

266-11 Equal Opportunity Climate Strength as a Moderator of Climate-Outcome Relationships

The relationships between equal opportunity (EO) climate and organizational outcomes such as job satisfaction and organizational commitment were assessed at the unit level of analysis. Additionally, these climate–outcome relationships were examined within the context of an emerging variable of interest for climate researchers, namely climate strength.

Mitchell Peterson, Defense Equal Opportunity Management Institute & Florida Institute of Technology

Marinus van Driel, Defense Equal Opportunity Management Institute & Florida Institute of Technology

Daniel McDonald, Defense Equal Opportunity Management Institute

Loring Crepeau, Defense Equal Opportunity Management Institute

Submitted by Mitchell Peterson, mpeterso@fit.edu

266-12 Diversity in Personality as an Antecedent to Team Climate Strength

This study examined personality diversity in teams as an antecedent to team climate strength. Results showed that diversity in Openness and Emotional Stability uniquely contributed to climate strength. Teams that were more diverse with respect to Openness and Emotional Stability reported less similar perceptions of climate (i.e., lower climate strength).

Taylor Poling,University of Tennessee, Knoxville

Joy Oliver, University of Tennessee, Knoxville

David Woehr, University of Tennessee, Knoxville

Submitted by Taylor Poling, tpoling@utk.edu

266-13 Perceptions of Organizational Politics: A Meta-Analysis

This study reports a meta-analytic review of the antecedents, correlates, and consequences of perceptions of organizational politics. Results contribute to a more accurate understanding of these relationships, including demonstrating the presence of several moderators, such as industry type and measure used.

Akanksha Bedi, Student

Aaron Schat, McMaster University

Submitted by Aaron Schat, schata@mcmaster.ca

266-14 Understanding Knowledge Transfer Within Organizations: The Knowledge Transfer Environment

Managing knowledge and assessing the impact of knowledge resources can be challenging. This paper provides a framework for understanding knowledge transfer within an organization. The framework builds on known constructs such as the feedback environment and temporal orientation to offer means by which knowledge transfer can be evaluated and improved.

Marinus van Driel, Florida Institute of Technology

Richard Griffith, Florida Institute of Technology

Lisa Steelman, Florida Institute of Technology

Stacey Fehir, Florida Institute of Technology

Submitted by Lisa Steelman, lsteelma@fit.edu

266-15 Relationships Between Organizational Climate, Collective Affective State, and Organizational Performance

This paper presents a cross-lagged study on the role of collective affective state in the relationship between organizational climate and performance. Using structural equation modeling, a model with direct effects of organizational climate on collective affective state and performance was compared with a model with affective state as intermediary.

Karina van de Voorde, Tilburg University

Marc van Veldhoven, Tilburg University

Jaap Paauwe, University of Tilburg

Submitted by Karina van de Voorde, f.c.v.d.voorde@uvt.nl

266-16 Rater Personality and Performance Dimension Weightings

This paper examined the relationship between rater personality and relative weightings placed on performance dimensions when making overall performance judgments. Findings indicated that an individual’s personality affects emphasis on certain performance dimensions, as well as overall performance ratings. Further, on average, certain performance dimensions receive greater weightings than others.

Joshua Bourdage, University of Calgary

Babatunde Ogunfowora, University of Calgary

Submitted by Joshua Bourdage, jbordage@ucalgary.ca

266-17 Predicting 360-Degree Congruence

This study investigated possible antecedents to congruence between manager’s self-ratings and their ratings from others on 360-degree performance appraisals. Target managers’ cognitive ability, self-esteem, Extraversion, and Conscientiousness were related to the congruence between their self-ratings and others’ ratings of performance. Significant differences are reported.

Rick Breugger, Psychological Associates

Lynn Bartels, Southern Illinois University-Edwardsville

Submitted by Rick Breugger, rjbreugger@umsl.edu

266-18 Antecedents and Consequences of Performance Appraisal Supervisor Discomfort: Field Sample

This study examined the effects of performance appraisal climate and supervisor expectations on supervisor discomfort and various ways supervisors cope with their discomfort. Structural equation modeling results supported the proposed model. This study provides a first step in ultimately identifying more effective interventions to improve the performance appraisal process.

Kristophor Canali, University of Connecticut

Submitted by Kristophor Canali, kristophor.canali@uconn.edu

266-19 Evaluating Frame-of-Reference Training Effectiveness Via Performance Schema Accuracy

This study tested the hypothesis that frame-of-reference-trained participants would possess schemas of performance that are more similar to an expert schema after training than would control-trained participants. It was also hypothesized that performance schema accuracy would be positively related to indexes of rating accuracy. Results supported both hypotheses.

C. Allen Gorman, Angelo State University

Joan Rentsch, University of Tennessee

Submitted by C. Gorman, cgorman@angelo.edu

266-20 Integrating Performance Appraisal and Development: A Model for the Future

This paper takes a brief look at the history of performance appraisal to determine when and why an appraisal–development link was disbanded. Three developments in the recent history of performance appraisal are discussed in depth. Finally, a performance management-based model linking formal appraisals to employee development is presented.

Jane Brodie Gregory, University of Akron

Paul Levy, University of Akron

Submitted by Jane Brodie Gregory, janebgregory@yahoo.com

266-21 Multisource Feedback: Reconceptualizing Leader Assessment Within and Across Rater Categories

Despite extensive use of multisource feedback, studies consistently question its validity due to lack of consistency across stakeholders. This paper argues for the need to reconceptualize multisource feedback in a way that recognizes different rater needs between and within rater categories. Data from the aerospace industry supported this view.

Claire McCarthy, Insight SRC Pty Ltd

Peter Hart, Insight SRC Pty Ltd

Sandra James, Boeing Australia

Submitted by Peter Hart, hart@insightsrc.com.au

266-22 Rating Bias and Differential Prediction

This study calls for the resurrection of rating bias research in supervisory ratings of job performance. Evidence is offered that previous research has failed to appreciate the magnitude and effects of rating bias. Future directions to consider in the revitalization of rating bias research are discussed.

Neil Hauenstein, Virginia Tech

Emilee Tison, Virginia Tech

Submitted by Neil Hauenstein, nhauen@vt.edu

266-23 A Comparison of Online and Traditional Performance Evaluation Systems

A quasi-experimental study revealed employees evaluated with an online performance appraisal (PA) reported significantly higher levels of rater accountability and employee participation, significantly lower levels of quality and utility for the PA ratings, and no difference in perceived security of the ratings or satisfaction with the PA.

Stephanie Payne, Texas A&M University

Margaret Horner, Texas A&M University

Wendy Boswell, Texas A&M University

Amber Wolf, Clemson University

Kelleen, Stine-Cheyne, Texas A&M University

Submitted by Margaret Horner, meg_horner@tamu.edu

266-24 Reconceptualizing 360 Tools as Criteria: Applications for Validating Assessment Centers

Assessment center ratings were validated with a 360-degree tool. 360 ratings were reconceptualized as a categorization process of most salient competencies rather than the traditional Likert-type scaling. Results revealed moderately strong to strong validity coefficients (.30 to .47). We discuss variables involved in rater judgments of strengths and weaknesses.

Martin Lanik, Development Dimensions International

Paul Bernthal, Development Dimensions International

Submitted by Martin Lanik, martin.lanik@ddiworld.com

266-25 Effects of Subjective Feedback on Subsequent Ratings and Objective Performance

The trend in organizations is to provide subjective performance feedback. Research has evaluated this practice by measuring subjective changes in ratings over time but has neglected objective changes in performance. This experiment provides the first experimental evidence that subjective feedback can lead to improvements in objective performance.

Jennifer Nieman-Gonder, Farmingdale State College

William Metlay, Hofstra University

Terri Shapiro, Hofstra University

Submitted by Jennifer Nieman-Gonder, jnieman00@yahoo.com

266-26 Investigating Antecedents of Feedback Seeking: From the Subordinates’ Perspective

This study examined the role of leadership style on the cost perceptions of feedback seeking in predicting feedback-seeking behaviors. It extended previous research by focusing on the specific facets of transactional leadership and examining the influence of impression management on the leadership style–cost perceptions relationship.

Candice Nieves, Florida Institute of Technology

Lisa Steelman, Florida Institute of Technology

Submitted by Candice Nieves, candice.nieves@gmail.com

266-27 Antecedents and Consequences of the Feedback Environment

This study examined antecedents and consequences of the feedback environment. The feedback environment reflects contextual factors associated with feedback processes. The results indicate that a learning culture, transformational leadership, and emotional intelligence foster a favorable feedback environment. Further, employees’ self-development behaviors were significantly correlated with a favorable feedback environment.

Jaclyn Pittman, Florida Institute of Technology

Lisa Steelman, Florida Institute of Technology

Submitted by Jaclyn Pittman, JaclynPittman@gmail.com

266-28 Rater Teams, Perceived Dimension Subjectivity, and Assessment Center Participant Motivation

This study investigated to what extent the number of raters and perceived dimension subjectivity influence participant motivation in an assessment center context. It appears that all participants, regardless of performance, are more motivated when appraised by a single rater and in a relatively subjective task than the converse.

Sylvia Roch, University at Albany, SUNY

Eugene Trombini, University at Albany, SUNY

Vipanchi Mishra, SUNY Research Foundation

Submitted by Sylvia Roch, roch@albany.edu

266-29 The Measurement of Self-Awareness in Organizations Using Multisource-Feedback Assessment

The purpose of this paper is to review the use of self-other rating agreement from multisource feedback assessments (MSFA) to measure individual self-awareness. In response to this common use in research and practice, 3 concerns are presented and an alternative use of MSFA to measure individual self-awareness is proposed.

Scott Taylor, Boston University

Submitted by Scott Taylor, taylors@bu.edu


266-30 Impact of Task Significance, Autonomy, Value Congruence on Productivity Gain

The effects of task significance on work group productivity improvement following an intervention were investigated. Autonomy and organizational value congruence between managers and employees were tested as potential moderators. Results supported the hypothesized moderation effects of autonomy and the hypothesized main effects for task significance and value congruence.

Sallie Weaver, University of Central Florida

Wendy Bedwell, University of Central Florida

Julia Fullick, University of Central Florida

Robert Pritchard, University of Central Florida

Submitted by Sallie Weaver, salliejw@gmail.com

266-31 Goal Orientation Moderates the Feedback Environment/Feedback-Seeking Link

Empirical studies have not examined whether individual differences moderate the effects of the feedback environment on feedback seeking. In this study, trait goal orientation was found to differentially interact with the organization’s feedback environment to influence feedback orientation, in turn influencing the extent to which one engages in feedback seeking.

Brian Whitaker, University of Akron

Paul Levy, University of Akron

Jessica Whitaker, Avatar Management Services

Submitted by Brian Whitaker, b.whitaker@moreheadstate.edu

266-32 Testing the Temporal Limits of a Structured Free Recall Intervention

Two studies were conducted to test whether the efficacy of a structured free recall intervention in reducing performance rating biases would be decreased when temporal delays are introduced into the rating process. The SFRI, although still successful after a 2-day delay, loses all effectiveness with a week long delay.

Madhura Chakrabarti, Wayne State University

Boris Baltes, Wayne State University

Submitted by Ludmila Zhdanova, lucia@wayne.edu

 


 

267. Symposium/Forum: 12:30 PM–2:20 PM  
Imperial A

Harassment Research Advances: Taking Action and Health and Affective Outcomes

This session presents 5 empirical studies spanning different types of workplace harassment and incivility and different methodologies. We address issues of labeling, reporting, and intervening when harassment occurs, as well as new evidence regarding long-term and immediate negative effects of harassment.

Ann Marie Ryan, Michigan State University, Chair

Margaret S. Stockdale, Southern Illinois University-Carbondale, T. K. Logan, University of Kentucky, Rebecca Weston, Southern Illinois University Carbondale, Sexual Harassment and Posttraumatic Stress Disorder: Damages Beyond Prior Abuse

Eric R. Welch, Purdue University, Reeshad S. Dalal, George Mason University, Holly Lam, Valtera Corporation, Howard M. Weiss, Purdue University, An Ecological Momentary Assessment Study of Workplace Incivility and Affect

Michelle (Mikki) Hebl, Rice University, Eden B. King, George Mason University, Labeling and Acting on Subtle and Blatant Discrimination

Mindy E. Bergman, Texas A&M University, Carolyn J. Stufft, Texas A&M University, Reporting Racial/Ethnic Harassment and Discrimination in the U.S. Military

Jennifer Wessel, Michigan State University, Ann Marie Ryan, Michigan State University, Sexual Orientation Harassment: When Do Observers Intervene?

Barbara A. Gutek, University of Arizona, Discussant

Submitted by Ann Marie Ryan, ryanan@msu.edu

 


 

268. Master Tutorial: 1:30 PM–2:50 PM  
Continental 1

One and one-half (1½) CE credits for attending! Register at the session.

How People Change: The Transtheoretical Model of Behavior Change

Planned organizational change efforts can be dramatically improved by implementing evidence-based psychological techniques for changing individuals’ behavior. Five such approaches are highlighted, including detailed presentation of the transtheoretical model, which has demonstrated success in changing the health behaviors of reticent participants. Theories are supplemented by practical implications for organizational consultants.

Paul M. Mastrangelo, Genesee Survey Services, Inc., Presenter

James Prochaska, University of Rhode Island, Presenter

Janice Prochaska, Pro-Change Behavior Systems, Inc., Presenter

Submitted by Paul Mastrangelo, paul.mastrangelo@gensurvey.com

 


 

269. Symposium/Forum: 1:30 PM–2:50 PM  
Continental 2

Occupation/Industry Focused Studies of Safety Climate

The concept of safety climate is receiving increasing attention from both researchers and practitioners as a factor that can help reduce workplace injuries and accidents. This symposium presents recent findings regarding how safety climate can be measured and conceptualized across a variety of different occupations and industries.

James W. Grosch, NIOSH/CDC, Chair

Robert R. Sinclair, Portland State University, James Martin, Wayne State University, Lindsay Sears, Portland State University, Retail Employees’ Perceived Safety Climate and Hazard Exposure Outcomes

Nik Chmiel, Queen’s University Belfast, Isabelle Hansez, University of Liege, Perceived Safety Climate and Job Resources: Relationships With Safety Behavior

Konstantin Cigularov, Colorado State University, Peter Y. Chen, Colorado State University, April E. Smith, Colorado State University, Safety Training Transfer Climate and Communication in Predicting Injury Reports

James W. Grosch, NIOSH/CDC, Lawrence Murphy, NIOSH/CDC, The Role of Management Commitment to Safety

Yueng-Hsiang E. Huang, Liberty Mutual Research Institute for Safety, Peter Y. Chen, Colorado State University, Sarah DeArmond, University of Wisconsin Oshkosh, Industry Type and Injury Risk: The Role of Safety Climate

Mark Griffin, University of Sheffield, Andrew Neal, The University of Queensland, Safety Climate and Safety Behavior Across Organizations

Submitted by James Grosch, jkg9@cdc.gov

 


 

270. Symposium/Forum: 1:30 PM–2:50 PM  
Continental 5

Benefits and Challenges of Online and Unsupervised Adaptive Testing

On a global scale, companies of all sizes have embraced e-recruiting and unsupervised, online assessment of candidates as a standard hiring practice. This symposium provides insight into a next step in online testing methods through examination of P&G’s development of an online, unsupervised adaptive cognitive ability test.

Robert E. Gibby, Procter & Gamble, Chair

Rodney A. McCloy, HumRRO, Chair

Daniel Segall, U.S. Defense Manpower Data Center, Rodney A. McCloy, HumRRO, Verification Testing in Unproctored, High-Stakes Test Programs

Kirk Fischer, Development Dimensions International, Evan F. Sinar, Development Dimensions International, System Development and Quality Assurance of an Online Adaptive Test

Emily J. Bailey, Central Michigan University, Evan F. Sinar, Development Dimensions International, Configuration of a Candidate Portal to Deliver Online Adaptive Tests

Robert E. Gibby, Procter & Gamble, Andrew Michael Biga, Procter & Gamble, Angela K. Pratt, Procter & Gamble, Jennifer L. Irwin, Procter & Gamble Company, Online and Unsupervised Adaptive Cognitive Ability Testing: Lessons Learned

Donald L. Zink, Personnel Management Decisions, Discussant

Submitted by Robert Gibby, gibby.re@pg.com

 


 

271. Symposium/Forum: 1:30 PM–2:50 PM  
Continental 6

Recent Research on Retesting and Its Implications for Selection

Despite the prevalence of applicant retesting, much remains unknown about retest effects. Presenters will address conceptual and empirical issues related to candidate retesting, across both cognitive and noncognitive measures and basic and applied research settings. The audience will have an opportunity to participate in discussing implications for selection practice.

John P. Hausknecht, Cornell University, Chair

Deidra J. Schleicher, Purdue University, Chad H. Van Iddekinge, Florida State University, Frederick P. Morgeson, Michigan State University, Michael A. Campion, Purdue University, Demographic Differences in Improvement With Retesting

John P. Hausknecht, Cornell University, Michael J. Howard, Harrah’s Entertainment, Propensity to Retest and Personality Test Practice Effects

Amy C. Hooper, University of Minnesota, Paul R. Sackett, University of Minnesota, Marissa Rootes, University of Minnesota, Jana Rigdon, University of Minnesota, Retaking Personality Measures After Failure: Changes in Scores and Strategies

Jane A. Halpert, DePaul University, Kyle G. Gerjerts, Depaul University, Laura Miller, DePaul University, Marc A. Lukasik, DePaul University, Thomas Fritts, DePaul University, Personality Tests Used for Selection: Practice Effects

Submitted by John Hausknecht, jph42@cornell.edu

 


 

272. Symposium/Forum: 1:30 PM–2:50 PM  
Continental 7

Leadership Development: Scientist–Practitioner Reports From the Field

This symposium addresses contemporary conceptual issues in leadership development through field research at individual, team, and organizational levels. Three papers report scientist–practitioner collaboration using grounded theory approaches to develop, refine, and preliminarily test questions regarding individual executive adaptability, team shared intent, and the emergence of leadership at the organizational level.

Jeffrey L. Herman, George Mason University, Chair

Gerald F. Goodwin, U.S. Army Research Institute, Chair

Patricia M.G. O’Connor, Center for Creative Leadership, David V. Day, Singapore Management University, Leadership Capacity for Innovation in the Biotech Industry

Gerald F. Goodwin, U.S. Army Research Institute, Kara L. Orvis, Aptima, Lisa Gulick, George Mason University, Tyrone Jefferson, Aptima, Inc., Enhancing Leader Team Adaptability: Validation of a Training Tool

Jeffrey L. Herman, George Mason University, Cathie L. Murensky, Booz Allen Hamilton, Elizabeth A, Conjar, George Mason University, Jean Leslie, Center for Creative
Leadership, Stephen J. Zaccaro, George Mason University, Executives in Transition: Frame Changing Skill for Adaptive Leadership

Cynthia D. McCauley, Center for Creative Leadership, Discussant

Submitted by Jeffrey Herman, jherman@alumni.duke.edu

 


 

273. Symposium/Forum: 1:30 PM–2:50 PM  
Continental 8

Leadership in Groups and Teams: How and Why It Matters

Although teams are a popular way to design work, many questions remain about how to best lead teams. This symposium presents diverse empirical research that identifies effective leadership structures and the processes that explain how leaders influence their followers, particularly when followers work in teams.

Frederick P. Morgeson, Michigan State University, Chair

David T. Wagner, Michigan State University, Chair

Larisa Belau, DePaul University, Suzanne T. Bell, DePaul University, Andrea Briggs, DePaul University, Effects of Assigned, Rotated, and Emergent Leadership on Team Performance

Paul E. Tesluk, University of Maryland, Suzanne Edinger, University of Maryland, John E. Mathieu, University of Connecticut, Michael Kukenberger, University of Connecticut, Charlotte R. Gerstner, Personnel Decisions International, Social Capital in Teams: Team Leadership, Peer Networks, and Performance

David T. Wagner, Michigan State University, Remus Ilies, Michigan State University, Frederick P. Morgeson, Michigan State University, Transformational Leadership of Teams: Understanding Affective, Motivational, and Performance Outcomes

Bradley Kirkman, Texas A&M University, Gilad Chen, University of Maryland, Jiing-Lih (Larry) Farh, Hong Kong University of Science and Technology, Zhen Xiong Chen, Australian National University, Kevin B. Lowe, University of North Carolina-Greensboro, Bor-Shiuan Cheng, National Taiwan University, Power Distance and Reactions to Transformational Leaders: Cross-Cultural Examination

Stephen J. Zaccaro, George Mason University, Discussant

Submitted by David Wagner, WagnerD@bus.msu.edu

 


 

274. Panel Discussion: 1:30 PM–2:50 PM  
Continental 9

Applicant-Faking Behavior Through the Practitioner’s Lens

Although personality measures have become a staple in selection procedures, concerns about applicant faking persist. The invited group of expert practitioner panelists will discuss how faking research has impacted their practice and how faking researchers can focus their studies to address the needs of selection professionals and clients.

Richard L. Griffith, Florida Institute of Technology, Chair

Scott C. Erker, DDI, Panelist

Matthew O’Connell, Select International, Panelist

Richard T. Cober, Marriott International, Panelist

Amanda Evans, PreVisor, Panelist

Joyce C. Hogan, Hogan Assessment Systems, Panelist

Submitted by Richard Griffith, griffith@fit.edu


 

275. Interactive Posters: 1:30 PM–2:20 PM  
Executive Board Room

Stop Being so Sensitive: Social Undermining and Aggression

Jim Diefendorff, University of Akron, Facilitator

 


 


275-1 The Factor Structure of Supervisor and Coworker Social Undermining

This research clarifies the dimensionality of social undermining in the workplace. Consistent with the conceptual definition of social undermining, factor analyses of perpetrator specific behaviors verified that social undermining consists of 2 factors: Interpersonal Hostility and Interpersonal Obstructionism.

David,Birkelbach, St. Mary’s University

Gregory Pool, St. Mary’s University

Submitted by David Birkelbach, genuineche@hotmail.com

275-2 Abusive Supervision: Employees’ Responses to Anger and Frustration

This study examines the role of anger and frustration in affecting the relationship between abusive supervision and workplace deviance and turnover intentions. The results indicate that adverse emotional reactions instigated by abusive supervision are significant predictors of employees’ negative responses.

Vivien K G. Lim, National University of Singapore

Paraskevi Christoforou, National University of Singapore

Submitted by Paraskevi Christoforou, christoforou@nus.edu.sg

275-3 Consequences of Social Undermining and Support: A Meta-Analysis

Relatively little scientific investigation comparing the effects of social undermining and support exist. This study employs meta-analysis to cumulate and contrast consequences of undermining and support. Comparative meta-analytic findings suggest a need to formulate more complex theoretical frameworks to understand these phenomenon.

Atul Mitra, University of Northern Iowa

Michelle Duffy, University of Minnesota

Matthew Bowler, Oklahoma State University

Submitted by Michelle Duffy, duffy111@umn.edu

275-4 Relationships Among Supervisor and Coworker Social Undermining and Workplace Retaliation

This research investigates retaliatory behaviors and a perpetrator specific model of social undermining with 2 factors: Interpersonal Hostility and Interpersonal Obstructionism. Results revealed that victims of supervisor undermining retaliated when undermining was obstructing but not when hostile. Victims of coworker undermining retaliated whether the undermining behavior was hostile or obstructing.

Gregory Pool, St. Mary’s University

David Birkelbach, St. Mary’s University

Submitted by Gregory Pool, gpool@stmarytx.edu

 


 

276. Community of Interest: 1:30 PM–2:50 PM  
Franciscan A

Leadership Talent Management

Robert B. Kaiser, Kaplan DeVries Inc., Host
Robert F. Silzer, Human Resource Assessment & Development, Panelist

 


 

277. Special Events: 1:30 PM–2:50 PM               
Grand Ballroom A

 Connecting Education to Practice

The goal of this session is to present best practice, expert insights, and practical guidance as to how I-O education can better prepare practitioners to successfully enter the workforce and positively impact the profession. Thought leaders will guide the audience through 4 critical areas of I-O education and encourage innovations.

Sara P. Weiner, Kenexa, Chair

John D. Arnold, Polaris Assessment Systems, Presenter

Bruce M. Fisher, Illinois Institute of Technology, Presenter

Richard Moffett, Middle Tennessee State University, Presenter

Allan H. Church, PepsiCo, Presenter

Angela K. Pratt, Procter & Gamble, Presenter

Janet L. Barnes-Farrell, University of Connecticut, Presenter

Joe Colihan, IBM, Presenter

Richard A. Guzzo, Mercer HR Consulting, Presenter

Jennifer Z. Gillespie, Bowling Green State University, Presenter

James L. Outtz, Outtz and Associates, Presenter

Walter C. Borman, Personnel Decisions Research Institutes and University of South Florida, Presenter

 


 

 

 

 

 

 

278. Poster Session: 1:30 PM–2:50 PM  
Grand Ballroom B

Leadership

278-1 Using Cases as a Proxy for Experience in Leadership Development

This study examines the role of group discussion, guidance, and case detail on a case-based approach to developing leadership. Results suggest that discussion combined with no guidance in the questions is beneficial to learning. Instructional designers should also balance the number of cases with the amount of information in them.

Matthew Allen, University of Oklahoma

Shane Connelly, University of Oklahoma

Submitted by Matthew Allen, mattallen@ou.edu

278-2 Effects of Leader Race and Leader Mistake on Patronizing Behaviors

Using experimental methods, this study found that under conditions of mistakes, Black and White managers are given similar nonzero-sum behaviors (i.e., leader evaluations) but are not given the same zero-sum resources (i.e., salary assignment).

Sarah Singletary, Rice University

Juan Madera, Rice University

Michelle (Mikki) Hebl, Rice University

Submitted by Sarah Singletary, sarahlbs@rice.edu

278-3 An Investigation of U.S. Presidents’ Metaphor Use During Conflict

Metaphors used in oral communication provide leaders with a tool to quickly convey complicated concepts to their followers. The intent of this study was to examine the differences in metaphor usage in State of the Union Addresses based on leader style, power orientation, and era.

Dawn Eubanks, University of Oklahoma

Amanda Angie, University of Oklahoma

Laura Martin, University of Oklahoma

Josh Davis, University of Oklahoma

Andrew Vert, University of Oklahoma

Submitted by Amanda Angie, aangie@psychology.ou.edu

278-4 An Examination of High-Level Leader–Leader Interactions

Relatively little is known regarding how leaders interact or work together. Given the importance of such questions, especially when considering leaders who have the potential to influence organizational developments, the intent of this study was to examine the leader–leader relationships of charismatic, ideological, and pragmatic
leaders.

Katrina Bedell Avers, University of Oklahoma

Sam Hunter, The Pennsylvania State University

Amanda Angie, University of Oklahoma

Dawn,Eubanks, University of Oklahoma

Michael Mumford, University of Oklahoma

Submitted by Katrina Bedell Avers, kbedell@psychology.ou.edu

278-5 Invisible Leadership: Gender, Emotional Intelligence, and Performance and Potential Ratings

The impact of gender and emotional intelligence competencies on assessments of leadership performance and potential was studied. For men, results showed positive relationships between working with others competencies and performance, and between leading others’ competencies and potential ratings; yet, for women these relationships were negative. Implications are discussed.

Margaret M. Hopkins, University of Toledo

Alison Broadfoot, Bowling Green State University

Deborah A. O’Neil, Bowling Green State University

Diana Bilimoria, Case Western Reserve University

Submitted by Alison Broadfoot, balison@bgnet.bgsu.edu

278-6 A Qualitative Meta-Analysis of Leader Performance

Leadership is widely studied across many domains including psychology, management,
and sociology. This paper reviewed how various disciplines define and measure leader performance, looking for commonalities and gaps. A taxonomy of leader performance is presented, followed by the results of a qualitative meta-analysis of multiple disciplines’ conceptualizations of leader performance.

Rebecca Fraser, The George Washington University

Johnathan Nelson, The George Mason University

Jessica Deares, The George Washington University

Stephen Zaccaro, The George Mason University

Submitted by David Costanza, dcostanz@gwu.edu

278-7 The Role of Charismatic and Autocratic Leadership on Organizational Commitment

This study examined the effect of leadership style (charismatic, noncharismatic, or autocratic) on organizational commitment (affective and continuance). Leadership was manipulated using a vignette describing a hypothetical leader. Results indicated that employees showed greater affective and continuance commitment when working with a charismatic leader than an autocratic or noncharismatic leader.

Amanda Yancey, LASD

Ayse Nurcan Ensari, Alliant International University

Submitted by Ayse Nurcan Ensari, nensari@hotmail.com

278-8 Criticism and the Reactions of Outstanding Leaders and Their Followers

High-level leaders frequently face criticism. Their responses to these criticisms can not only affect the reaction of their followers but also their successful resolution of the topic being contested. The intent of this study was to examine leader and follower reactions to different types of criticisms.

Dawn Eubanks, University of Oklahoma

Tamara Friedrich, University of Oklahoma

Lauren Blackwell, University of Oklahoma

Alison Antes, University of Oklahoma

Jared Caughron, University of Oklahoma

Michael Mumford, University of Oklahoma

Submitted by Dawn Eubanks, deubanks@psychology.ou.edu

278-9 Personality and Transformational Leadership: An Empirical Study in China

This study, conducted in China, examines how leader’s personality traits relate to subordinate-rated transformational leadership behavior and, in turn, several subordinate outcomes. Chinese cultural characteristics were used to develop research hypotheses. Results showed that Conscientiousness and Extraversion were the 2 significant
predictors of transformational leadership.

Hui Meng, East China Normal University

Jinyan Fan, Hofstra University

Ruijian Zhang, Sun Yet-Sen University

Submitted by Jinyan Fan, fanjinyan@yahoo.com

278-10 Reexamination of the Joint Relationship of Leader Consideration and Structure

This paper investigated the joint relationship between consideration and structure with leaders’ performance in attaining people-oriented and task-based goals. These relationships were examined using ratings from 2 administrations of a multisource feedback system (developmental and administrative purposes) and based on 3 perspectives of raters (supervisor, self, and peers/subordinates).

Tamara Giluk, University of Iowa

Ryan Zimmerman, Texas A&M University

Michael Mount, University of Iowa

Maynard Goff, Personnel Decisions International

Submitted by Tamara Giluk, giluktam@yahoo.com

278-11 Leadership, Employee Well-Being, and Organizational Citizenship Behaviors

This study examined consideration and initiating structure leadership behaviors and employee well-being as predictors of organizational citizenship behaviors (OCBs). It was found that leadership is especially predictive of OCBs when employee well-being is high, indicating that leadership may potentiate the effects of employee well-being.

Tiffany Greene-Shortridge, Clemson University

Thomas Britt, Clemson University

Eric McKibben, Clemson University

Heather Odle-Dusseau, Clemson University

Hailey Herleman, Clemson University

Submitted by Tiffany Greene-Shortridge, tmgreen@clemson.edu

278-12 Follower Characteristics and Leadership Preferences

Although objective evidence exists to champion 1 leadership style over another, this study suggests that follower characteristics play an important role in determining leader attractiveness. Followers’ preferences for leadership were a function of, and interaction between, leader–follower similarity and follower self-worth.

Colette Hoption, Queen’s University

Julian Barling, Queen’s University

Submitted by Colette Hoption, choption@business.queensu.ca

278-13 Impact of Context on Charismatic, Ideological, and Pragmatic Leaders

To investigate a new model of outstanding leadership comprised of charismatic, ideological, and pragmatic leaders, an experiment was conducted using a computerized leadership simulation. Two contextual influences were investigated: situation-framing and complexity. Results indicate that leader type and situational factors significantly impacted task and creative performance.

Brandon Vessey, University of Oklahoma

Katrina Bedell Avers, University of Oklahoma

Sam Hunter, Penn State University

Submitted by Sam Hunter, samhunter@psu.edu

278-14 Executive and Senior Leader Development: A Best Practices Review

For many organizations, internal executive development programs represent the best and most viable solution to meeting their executive talent needs. Although considerable time and resources are spent on executive development programs, many of these initiatives produce mixed results. This review examines the best practices that differentiate successful from unsuccessful programs.

Michael Ingerick, HumRRO

Beverly Dugan, HumRRO

Joseph Caramagno, HumRRO

Jennifer Foil, ROI Institute

Mimika Maloutas , HumRRO

Submitted by Michael Ingerick, mingerick@humrro.org

278-15 Ethical Leadership at Work Questionnaire (ELW): Development and Validation

This paper reports the development of a questionnaire for measuring multiple dimensions of ethical leadership, including fairness, consistency, ethical guidance, consideration, power sharing, role clarification, and concern for sustainability. In separate studies, 226 employees and 141 manager–subordinate dyads filled out questionnaires. Analyses revealed sound reliability and construct and discriminant validity.

Deanne Den Hartog, University of Amsterdam

Annebel de Hoogh, University of Amsterdam

Submitted by Karianne Kalshoven, k.kalshoven@uva.nl

278-16 Toward an Integration of Leadership Theories

Evidence is presented regarding the relationships among transformational leadership, initiating structure, and consideration. Furthermore, it is contended that the behaviors involved in transformational leadership are fundamentally the same behaviors that are involved in consideration, and evidence is offered for this contention using correlations and confirmatory factor analysis.

Michael Kemp, Central Michigan University

Terry Beehr, Central Michigan University

Neil Christiansen, Central Michigan University

Kevin Love, Central Michigan University

Submitted by Michael Kemp, kemp1mr@cmich.edu

278-17 Leadership Influence Processes Across Levels in Knowledge-Based Organizations

The role of leaders in knowledge-based organizations is to effectively manage various knowledge management activities. In line with this view, this paper conceptually presents how transformational leaders can impact organizational innovation as an outcome of effective knowledge management, focusing on the leadership influence processes across organizational and individual levels.

Jung Hwan Kim, State University of New York, Binghamton

Submitted by Jung Hwan Kim, jhkim@binghamton.edu

278-18 Effects of Power-Based Leadership on Innovative Behaviors at Work

The study develops a model that explains how selected power bases used by a superior affect a middle manager’s innovation-related cognitions, behaviors, and innovation-blocking behaviors. Results of the study confirm the hypotheses on the differential effects of the wielded power bases in the context of innovation.

Diana Krause, University of Western Ontario

Submitted by Diana Krause, dkrause2@uwo.ca


278-19 The Power Sharing Paradox: Participative Charismatic Leaders and Subordinate Dependency

Relations between perceived job outcomes, charismatic/participative leadership, and need for leadership were investigated using South Pacific CEO’s and top-level management teams. Results indicated that charismatic leadership mediates the relations between job outcomes and leadership need. Additionally, subordinates of these leaders need more leadership from their CEOs.

Reinout E. de Vries, VU University Amsterdam

Anthony Paquin, Western Kentucky University

Raghuvar D. Pathak, The University of the South Pacific

Submitted by Anthony Paquin, tony.paquin@wku.edu

278-20 Exploring Charismatic Leadership: A Test of Self-Concept Theory

This study tests an existing model of how charismatic leaders motivate individuals through enacting self-concept mechanisms. Presidential speeches were coded for messages proposed to enact these mechanisms. Message counts were compared to charismatic leadership ratings. Findings suggest that charismatic leaders deliver more collectivist and distal goals messages.

Michael Rossi, University of South Florida

Kristen Shockley, University of South Florida

Dan Ispas, University of South Florida

Kevin Loo, University of South Florida

Kristin Saboe, University of South Florida

Neha Singla, University of South Florida

Frederick Stilson, University of South Florida

Submitted by Michael Rossi, michael.e.rossi@excite.com

278-21 Power and Leader Self-Allocations: Can Powerless Leaders Also Be Corrupt?

This paper examined how power influences leader self-allocations out of a shared resource pool. It proposes that power interacts with leader relative performance-evaluations vis-à-vis followers in predicting leader self-allocations. An experimental and a survey study showed that low-power leaders claimed more or less resources than high-power leaders, contingent on their relative performance.

Diana Rus, Erasmus University Rotterdam

Daan van Knippenberg, Erasmus University Rotterdam

Barbara van Knippenberg, Free University Amsterdam

Submitted by Diana Rus, drus@rsm.nl

278-22 Using Network Analysis to Investigate the Structure of Leadership Schemas

Using the information processing perspective to understand leadership phenomena, this paper uses social network analytic techniques to operationalize and investigate cognitive schemas as networks of leadership attributes. Support was found for the hypotheses that understanding schema structure, rather than just schema content, improves our ability to predict ratings of leaders.

Andrew Schmidt, University of Maryland

Paul Hanges, University of Maryland

Submitted by Andrew Schmidt, aschmidt@psyc.umd.edu

278-23 Why They Don’t See Eye-to-Eye: Meta-Analytically Examining LMX Agreement

Research has shown poor convergence among leaders and subordinates in leader–member exchange (LMX) ratings. This study explored what might account for the poor agreement. Longer relationship tenure, smaller spans of control, affectively oriented relationship dimensions, ad hoc sampling techniques, and published studies showed the highest levels of agreement.

Hock-Peng Sin, Michigan State University

Jennifer Nahrgang, Michigan State University

Frederick Morgeson, Michigan State University

Submitted by Hock-Peng Sin, hpsin@bus.msu.edu

278-24 Fortune Favors the Bold? Vision Rhetoric in Times of Crisis

This study shows that leaders that emphasize reaching gains despite the risks involved are deemed more competent than leaders that emphasize avoiding losses due to the risks involved in times of crisis because their visions are perceived to be more inspirational, but the reverse is true in times of prosperity.

Daan Stam, Erasmus University

Daan van Knippenberg, Erasmus University Rotterdam

Barbara van Knippenberg, Free University Amsterdam

Submitted by Daan Stam, dstam@rsm.nl

278-25 Leader Behaviors as Predictors of Innovative Climate in Virtual Teams

Leaders in new roles face a challenging, changing environment, particularly those who lead virtual teams. Using 562 ratings of 98 leaders, it was found that leaders’ execution behaviors resulted in better performance in their new role and a stronger team climate for innovation. Implications for researchers and practitioners are discussed.

Cathleen Swody, Leadership Research Institute

Steven Rumery, Leadership Research Institute

Stephen Lambert, Pfizer Inc.

Submitted by Cathleen Swody, Cathy.Swody@lri.com

278-26 Examining the Effects of Authentic Leadership Behavior Using 360 Assessments

Authentic leadership is gaining both popularity and notoriety in the leadership literature; however, little research exists that examines this concept in an organizational setting. In this study, authentic leadership behaviors were related to the leader’s ability to handle pressure and influence others, along with overall ratings of leadership excellence.

Matthew Tuttle, University of South Florida

Submitted by Matthew Tuttle, mtuttle2@mail.usf.edu

278-27 When Positive and Negative Leader Affective Displays Benefit Follower Performance

We investigated when positive and negative leader affective displays benefit follower performance, for different tasks. Results showed that participants with a leader displaying happiness performed better on a creative (drawing) than an analytical (sudoku) task. Participants with a leader displaying sadness performed better on the analytical than the creative task.

Victoria Visser, RSM, Erasmus University Rotterdam

Daan van Knippenberg, Erasmus University Rotterdam

Gerben van Kleef, University of Amsterdam

Barbara van Knippenberg, Free University Amsterdam

Submitted by Victoria Visser, vvisser@rsm.nl

278-28 Effects of GMA and LMX on Task and Contextual Performance

The authors explored the joint effects of general mental ability and the relational effectiveness of the supervisor (operationalized as the supervisor’s mean leader–member exchange score) on both task performance and job dedication. The results indicated that their joint effects were interactive on job dedication but not task
performance.

Ari Malka, University of Houston

L. Witt, University of Houston

Emily David, University of Houston

Evan Weinberger, University of Houston

Submitted by L. Witt, witt@uh.edu

278-29 Authentic Leadership: An Integrative Definition and Attribute Profile

In this conceptual piece, authentic leadership theory is reviewed. Based on a review of the literature, (a) an integrative definition of authentic leadership is proposed, and (b) an authentic leader attribute profile is presented. Directions for future research are discussed.

Gabrielle Wood, Christopher Newport University

Stephen Zaccaro, George Mason University

Michael Matthews, United States Military Academy

Submitted by Gabrielle Wood, gmwood1@gmail.com


278-30 Need for Achievement and Leader Effectiveness: A Meta-Analysis

This meta-analysis examines the relationship between need for achievement and leader effectiveness. The definition and measurement of both concepts are examined in depth. Studies assessing achievement in relation to leader effectiveness were analyzed. Results indicate that high need for achievement will result in higher levels of leader effectiveness.

Kara Argus, Clemson University

Mark Zajack, Clemson University

Submitted by Mark Zajack, zajack@clemson.edu

278-31 Authentic Transformational Leadership and Follower Moral Decision Making

Results from a true field experiment revealed that authentic transformational leadership behavior has a positive effect on follower moral identity and follower moral decision making. Results revealed that follower moral identity mediated and moral intensity moderated the effect of authentic transformational leadership behavior on follower moral decision making.

Bruce Avolio, University of Nebraska

Fred Walumbwa, Arizona State University

Submitted by Weichun Zhu, weichun.zhu@cmc.edu

278-32 Leader–Member Exchange and Work–Family Interactions: The Mediating Role of Stress

This paper examines the relationship between leader–member exchange (LMX) relationships, and work–family conflict/facilitation (WFC, WFF), and considers the mediating role of challenge- and hindrance-related stressors. Data from 2 samples partially supported hypotheses linking components of LMX and WFC/WFF, revealing the mediating role of hindrance-related stress in the LMX-WFC/WFF relationship.

Satoris Youngcourt, Kansas State University

Ann Huffman, Northern Arizona University

Rachel Alden-Anderson, University of Wisconsin-River Falls

William Weyhrauch, Kansas State University

Travis Tubre’, University of Wisconsin-River Falls

Submitted by Satoris Youngcourt, toriy@ksu.edu

 


 

279. Symposium/Forum: 1:30 PM–2:50 PM  
Imperial B

Beyond the Numbers: Engaging Corporate Leaders in Employee Research Findings

Survey practitioners from 3 organizations discuss the results of employee research programs and their efforts to engage leaders in understanding and applying research insights. Concrete steps to gain leadership attention and explain findings and implications are presented, with the purpose of identifying best practices applicable across organizations.

Kelly R. Harkcom, Towers Perrin-ISR, Chair

Alison D. Jerden, The Coca-Cola Company, Linkage Research in Organizations: It’s Not Just for Zebras

Maren Trader, Chevron Corporation, Influencing Employee Engagement Through Leader Behavior

Albert Siu, Boston Scientific, Unpacking Leadership Event Sequences Through Critical Incident Interviews

Patrick Kulesa, Towers Perrin-ISR, Discussant

Submitted by Kelly Harkcom, kelly.harkcom@isrinsight.com

 


 

280. Symposium/Forum: 1:30 PM–2:50 PM  
Yosemite A

Implementing New Technology Into Different Organizations’ Selection Systems

As we continue to move further into a technology-driven world, more and more global organizations are implementing new technology into their selection processes. Industry I-O practitioners discuss what it takes to implement new technology, provide tips, and share rewards gained by utilizing advanced selection systems.

Anna M. Safran, HRMC, Chair

Mark H. Ludwick, Wachovia Corporation, Laura Baranowski, Wachovia Corporation, Integrating Stakeholder Input Into Your Selection Technology Projects

Kari Bruursema, Verizon Wireless, Adam Shoemaker, University of South Florida, Development and Implementation of an Online, Unproctored Assessment

Laura Mastrangelo, Frito-Lay North America, Transitioning Into an Online Selection Process and the Journey Continues…

Charles A. Handler, Rocket-Hire, Trends in Employee Selection–Expectations for the Near Future

Submitted by Anna Safran, asafran@hrmc.com

 


 

281. Symposium/Forum: 1:30 PM–2:50 PM  
Yosemite B

The Role of Employer Image on Recruitment Processes and Outcomes

Employer image is a key predictor of important recruitment outcomes. The papers in this symposium adopt varying operationalizations of employer image, present data collected across a variety of contexts, and offer unique insights into the role of employer image on recruitment processes and outcomes.

Crystal M. Harold, Indiana University-Purdue University Indianapolis, Chair

Greet Van Hoye, Ghent University, Social Influence: A Dyadic Study of Organizational Image and Attractiveness

Edgar Kausel, University of Arizona, Jerel E. Slaughter, University of Arizona, Predicting Organizational Attractiveness: The Importance of Narrow Personality Traits

Zachary J. Steiner, Indiana University-Purdue University Indianapolis, Crystal M. Harold, Indiana University-Purdue University Indianapolis, Is Image Malleable? Effects of Publicity on Image and Attractiveness

Brian R. Dineen, University of Kentucky, Ian Williamson, Melbourne Business School, Effects of Environmental and Organizational Attributes on Recruitment Message Orientation

Daniel B. Turban, University of Missouri, Discussant

Submitted by Crystal Harold, charold@iupui.edu

 


 

282. Symposium/Forum: 1:30 PM–2:50 PM  
Yosemite C

Comparing Empirical Keying Methods

Empirically keyed instruments traditionally offer high utility. However, empirical keying methods have not been extensively compared. This symposium presents 3 papers comparing empirical keying methodologies and offers some advice to practitioners about conditions under which practitioners might favor one methodology over another.

Alan D. Mead, Illinois Institute of Technology, Chair

William L. Farmer, FedEx Express, Biodata Keying: Impacts of Scaling Method, Sample Size, and Criterion

Mark W. Tawney, Illinois Institute of Technology, Alan D. Mead, Illinois Institute of Technology, Arlene P. Green, Frito-Lay, Inc, Emily G. Solberg, Valtera, Empirical Keying of Personality-Oriented Data: Development and Comparison of Methods

Alan D. Mead, Illinois Institute of Technology, A Comparison of K-Fold and Leave-One-Out Cross-Validation of Empirical Keys

Craig J. Russell, University of Oklahoma, Discussant

Submitted by Alan Mead, mead@iit.edu

 


 

283. Special Events: 2:00 PM–2:50 PM  
Continental 3

Distinguished Early Career Contributions Award Winner Motivation in and of Teams: A Multilevel Journey

The proliferation of teams in organizations necessitates better understanding of work motivation as multilevel phenomena involving individuals as well as teams. This presentation will delineate a multilevel theory of motivation in and of teams (Chen & Kanfer, 2006) and summarize a program of research supporting various components of the theory.

Richard J. Klimoski, George Mason University, Chair

Gilad Chen, University of Maryland, Presenter

 


 

284. Symposium/Forum: 2:00 PM–2:50 PM  
Continental 4

Stigmatized in the Workplace: Perceived Stereotypes Are Just the Beginning

LGBT issues in the workplace are an important, yet relatively unexplored topic in the literature. This symposium consists of presentations examining workplace issues relevant to LGBT employees, including stereotypes, employee attitudes, and gender differences. We attempt to create greater understanding of LGBT employees’ unique workplace experiences.

Heather Graham, Batrus Hollweg International, Autumn Zwick, University of Texas at Arlington, Stephanie Church, University of Texas at Arlington, Mark C. Frame, University of Texas at Arlington, Jared Kenworthy, University of Texas at Arlington, The Affects of Disclosure of Stigmatized Status on Homophobia

Shawn DelDuco, Sirota Survey Intelligence, Justin G. Black, Baruch College, City University of New York, Acceptance and Inclusion in the Workplace: Experiences of LGBT Employees

Frank Golem, Teachers College, Benjamin E. Liberman, Columbia University, Think Managers, Think Male, Stereotypes of Gay and Lesbian Managers

Walter Reichman, Sirota Survey Intelligence, Discussant

Submitted by Walter Reichman, walter_reichman@baruch.cuny.edu

 


 

285. Symposium/Forum: 2:00 PM–2:50 PM  
Franciscan C

Rethinking the Concept of Culture for Use in Organizational Psychology

Recent criticisms have arisen with regard to how culture is commonly construed and measured in organizational research. This symposium offers new insights into how culture can be better defined and measured so as to more accurately capture the nature of individual and group-level cultural differences.

Jennifer Klafehn, University of Illinois at Urbana-Champaign, Chair

Chi-Yue Chiu, University of Illinois at Urbana-Champaign, Chair

Garriy Shteynberg, University of Maryland, Michele J. Gelfand, University of Maryland, Kibum Kim, Sungkyunkwan University, Culture and the Explanatory Power of Descriptive Norms

Xi Zou, Columbia University, Michael Morris, Columbia University, Chi-Yue Chiu, University of Illinois at Urbana-Champaign, The Influence of Perceived Ingroup Values on Social Cognition

Jennifer Klafehn, University of Illinois at Urbana-Champaign, Louis Tay, University of Illinois at Urbana-Champaign, Chi-Yue Chiu, University of Illinois at Urbana-Champaign, Motivation Profiles: A New Way to Conceptualize and Measure Culture

Submitted by Jennifer Klafehn, klafehn2@uiuc.edu

 


 

286. Symposium/Forum: 3:30 PM–4:20 PM  
Continental 7

Predicting and Developing Leader Social Awareness and Influence

A theoretical model of leadership social awareness and influence is presented followed by a combination of empirical and applied papers that examine methods for predicting, measuring, and developing leader influence skills. Results and implications of these studies are discussed, with particular emphasis on their implications for training leaders.

Rose A. Mueller-Hanson, Personnel Decisions Research Institutes, Chair

Timothy P. McGonigle, ICF International, Chair

Erin Swartout, PDRI, Rose A. Mueller-Hanson, Personnel Decisions Research Institutes, Courtney L. Morewitz, GWU/PDRI, Timothy P. McGonigle, ICF International, Cody Martin, ICF International, Sena Garven, U.S. Army Research Institute, Developing Leader Social Awareness and Influence in the Classroom

Rose A. Mueller-Hanson, Personnel Decisions Research Institutes, Lisa Lutz, Solutions for Information Design, Thomas Caldwell, Solutions for Information Design, Erin
Swartout, PDRI, Michael T. Ford, George Mason University, Johnathan Nelson, George Mason University, Lindsey Firme, Personnel Decisions Research Institutes, Inc., Kevin Smith, George Mason University, Web-Based Assessment and Development of Social Awareness and Influence

Timothy P. McGonigle, ICF International, Carolyn M. Parish, Caliber, an ICF International Company, Rose A. Mueller-Hanson, Personnel Decisions Research Institutes, Erin Swartout, PDRI, Sena Garven, U.S. Army Research Institute, Individual Difference Predictors of Leader Influence Success

Submitted by Rose Mueller-Hanson, rose.hanson@pdri.com

 


 

287. Symposium/Forum: 3:30 PM–4:20 PM  
Continental 8

Transforming Leadership Through Talent Development Programs

This forum focuses on the collaborative efforts between Collective Brands, Inc. and Development Dimensions International in addressing the increasing leadership challenges facing organizations today.

Kevin W. Cook, Development Dimensions International, Chair

Charles Gerhold, Hudson Highland Group, Chair

Terrance W. Gaylord, Payless ShoeSource, Transforming Leadership Through the Development of Talent Management Initiatives

Alan G. Frost, Darden Restaurants, Transforming Leadership Through the Development of an Agile “Learning Organization”

Lyse Wells, Payless ShoeSource, Practical Strategies for Building Talent and Bench Strength

Submitted by Terrance Gaylord, terry_gaylord@payless.com

 


 

288. Symposium/Forum: 3:30 PM–4:20 PM  
Continental 9

Practical Considerations and Future Directions in Job Analysis and Specification

As the cornerstone of a plethora of I-O interventions, job analysis and specification are critical to creating effective systems that provide value to the organizations they are created for. This symposium will present research on practical considerations, efficacy of various techniques, and future trends in job analysis.

Christine Murphy, Taleo, Chair

Charles A. Handler, Rocket-Hire, The Role of Job Analytics in Productization of Preemployment Assessment

Corinne D. Mason, Development Dimensions International, Lilly Lin, Development Dimensions International, Applying Streamlined Job Analysis Procedures to Selection System Design

Christine Murphy, Taleo, Nathan J. Mondragon, Taleo, Lisa Kobe Cross, Taleo, D. Apryl Rogers Brodersen, Metropolitan State College of Denver, An Examination of Holistic and Decomposed Ratings for Job Specification

Robert J. Harvey, Virginia Tech, Discussant

Submitted by Christine Murphy, Christine.Murphy2007@yahoo.com

 


 

289. Special Events: 3:30 PM–4:20 PM  
Franciscan A

Frontier Series Team Effectiveness in Complex Organizations: Cross-Disciplinary Perspectives and Approaches

The purpose of this panel presentation is to present the forthcoming new SIOP Frontier Series book, Team Effectiveness in Complex Organizations: Cross-Disciplinary Perspectives and Approaches. Salas will provide an introduction to the book. Several chapter authors will then discuss their contributions and recommendations for future research.

Gerald F. Goodwin, U.S. Army Research Institute, Chair

Eduardo Salas, University of Central Florida, Chair

Robert D. Pritchard, University of Central Florida, Chair

Joan R. Rentsch, University of Tennessee, Presenter

Leslie A. DeChurch, University of Central Florida, Presenter

Andrew J. Slaughter, Texas A&M University, Presenter

Susan Mohammed, Pennsylvania State University, Presenter

David W. Dorsey, Personnel Decisions Research Institutes, Presenter

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

C. Shawn Burke, University of Central Florida, Presenter

 


 

290. Symposium/Forum: 3:30 PM–4:20 PM  
Franciscan B

Multilevel and Multiperspective Research in Leader–Member Exchange

Leader–member exchange theory deserves examination from multiple perspectives and multiple levels. Ample research establishes the value of LMX for members, but benefits for leaders and context effects have been ignored. This symposium provides realistic LMX models to inform practice and seeks for practice to inform future theory.

Debra A. Major, Old Dominion University, Chair

Kurt L. Oborn, Old Dominion University, Chair

Kelly M. Schwind, Michigan State University, Hock-Peng Sin, Michigan State University,
Donald Conlon, Michigan State University, Leader–Member Exchange and Leader Outcomes

Kurt L. Oborn, Old Dominion University, Debra A. Major, Old Dominion University, A Multilevel Model of LMX and Work–Family Conflict

Stephen Harmon, Michigan State University, Linn Van Dyne, Michigan State University, Targeted Role-Making: A New Perspective on LMX With Group-Level Implications

Talya N. Bauer, Portland State University, Discussant

Submitted by Kurt Oborn, koborn@odu.edu

 


 

291. Panel Discussion: 3:30 PM–4:20 PM  
Franciscan C

SJTs Aren’t Just for Selection: Use in Development and Training

Situational judgment tests (SJTs) are typically used to select employees; however, researchers have suggested SJTs can be used to enhance training and development activities. Specifically, SJTs can be used to assess skills, identify developmental activities, and evaluate training. Panelists will discuss their experiences using SJTs developmentally.

Mary L. Doherty, Valtera, Chair

Arlene P. Green, Frito-Lay, Inc, Panelist

Neil M. A. Hauenstein, Virginia Tech, Panelist

Catherine C. Maraist, Valtera, Panelist

Damian J. Stelly, JCPenney, Panelist

Submitted by Mary Doherty, mdoherty@valtera.com

 


 

292. Special Events: 3:30 PM–4:20 PM               
Grand Ballroom A

 The Future of I-O Education: Theme Track Integration and Open Forum

This session’s goal is to integrate themes and open issues that have emerged across the track and provide an open forum for discussion. A moderator will facilitate discussion with an expert panel regarding key themes, challenges, and next steps that were identified during the day’s sessions.

Michelle (Mikki) Hebl, Rice University, Moderator

Stephen D. Steinhaus, HR Alignment Consulting, Ltd., Chair

Benjamin Schneider, Valtera, Presenter

Steven G. Rogelberg, University of North Carolina Charlotte, Presenter

Gary P. Latham, University of Toronto, Presenter

Laura L. Koppes, University of West Florida, Presenter

Kevin R. Murphy, Pennsylvania State University, Presenter

Richard J. Klimoski, George Mason University, Presenter

William H. Macey, Valtera, Presenter

Sandra O. Davis, MDA Leadership Consulting, Presenter

 


 

293. Panel Discussion: 3:30 PM–4:20 PM  
Imperial A

Getting Your Feet Wet: Master’s and Undergraduate Internship Experiences

Panel members, representing more than a century of experience with I-O internships, will interactively discuss locating sites for internships, ensuring the experience is appropriate, faculty and on-site supervision of interns, student and organizational host responsibilities, the role of student competencies in internships, and issues with evaluation of student performance.

Elizabeth L. Shoenfelt, Western Kentucky University, Chair

Nancy J. Stone, Creighton University, Panelist

Susan A. Walker, FedEx Freight, Panelist

Janet L. Kottke, California State University-San Bernardino, Panelist

Scott Shadrick, ARI-Fort Knox Research Unit, Panelist

Richard Moffett, Middle Tennessee State University, Panelist

Submitted by Elizabeth Shoenfelt, betsy.shoenfelt@wku.edu

 


 

294. Symposium/Forum: 3:30 PM–4:20 PM  
Imperial B

Employee Retention: Fighting the War for Talent

Employee retention is of critical importance due to the tight labor market and aging workforce. Two Fortune 50 companies, The Dow Chemical Company and State Farm Insur-ance, discuss some of the metrics they are using and strategies they are employing surrounding employee retention.

Jennifer H. Frame, Dow Chemical Company, Chair

Misty M. Bennett, Central Michigan University, Chair

Paula S. Radefeld, State Farm Insurance, Kimberly J. LeGro, State Farm Insurance, Retention at State Farm

George Montgomery, Central Michigan University, Misty M. Bennett, Central Michigan University, Jennifer H. Frame, Dow Chemical Company, Employee Retention: Using Metrics to Impact Tools, Policies, and Processes

Submitted by Misty Bennett, tribb1mm@cmich.edu

 


 

295. Symposium/Forum: 3:30 PM–4:20 PM  
Yosemite A

Regulatory Focus: Understanding Relationships With Individual Differences and Behavior

Regulatory focus theory indicates self-regulation manifests itself in 2 ways, through a promotion and prevention focus. The influence of regulatory focus has been examined in domains such as decision making and creativity. The research presented in this symposium will extend these domains to include perfectionism, metacognition, and job preferences.

Roni Reiter-Palmon, University of Nebraska-Omaha, Chair

Joseph M. James, University of Nebraska-Omaha, Chair

Lindsay A. Bousman, Starbucks Coffee Company, Roni Reiter-Palmon, University of
Nebraska-Omaha, Perfectionism and Regulatory Focus: What Do They Share in Common?

Joseph M. James, University of Nebraska, Omaha, Anne E Herman, University of Nebraska-Omaha, Kenexa, Roni Reiter-Palmon, University of Nebraska-Omaha, Regulatory Focus and Metacognition

James N Kurtessis, George Mason University, Tine Koehler, George Mason University, Modeling the Relationship Between Regulatory Focus and Job Preferences

Loren J. Naidoo, Baruch College, CUNY, Discussant

Submitted by Roni Reiter-Palmon, rreiter-palmon@mail.unomaha.edu

 


 

296. Symposium/Forum: 3:30 PM–4:20 PM  
Yosemite B

Innovative Use of Survey Data for Organizational Change and Restructuring

The culture of an organization is vital to its long-term effectiveness and is particularly relevant for any large-scale change efforts such as an internal realignment, a change in strategy, or merger. The cases presented here highlight best practices and lessons learned in leveraging corporate culture for organizational change.

Michael A. Gillespie, Denison Consulting, Chair

Bryan Adkins, Denison Consulting, Culture Integration—A Qualitative Perspective

Davina Fernholtz, eHarmony, Inc., Lynne M. Waldera, InMomentum, Inc., A Performance–Culture Measurement System

Lindsey M. Kotrba, Denison Consulting, Daniel R. Denison, International Institute for Management Development, Translating Survey Results Into Action

Kevin G. Love, Central Michigan University, The Strategic Realignment of the Michigan State Police

Submitted by Michael Gillespie, mgillespie@denisonculture.com

 


 

297. Symposium/Forum: 3:30 PM–4:20 PM  
Yosemite C

Structural and Individual Predictors of OCB and CWB

Extending research on predictors of employee performance, this symposium examines both structural and individual predictors related to OCB and CWB. By exploring factors related to organizational control, rewards, gender, self-control, and attribution style, this set of papers broadens understanding of individual and contextual antecedents of critical workplace behaviors.

Jaclyn Jensen, George Washington University, Chair

Jaclyn Jensen, George Washington University, Jane O’Reilly, Queen’s University, Jana L. Raver, Queen’s University, Influencing OCB and CWB Through Organizational Control and Performance Monitoring

Johnathan Nelson, George Mason University, Whitney E. Botsford, George Mason University, Eden B. King, George Mason University, Letting Boys Be Boys: Reactions to Men’s and Women’s CWB

Lynda Villanueva, Brazosport College, Lisa M. Penney, University of Houston, Examining the Role of Self-Control in the Prediction of CWB

Rebecca J. Bennett, Louisiana Tech University, Discussant

Submitted by Jaclyn Jensen, jmn1@gwu.edu

 


 

298. Special Events: 4:30 PM–5:20 PM  
Continental 1 to 6

Closing Conference Plenary

Anthony Rucci will present a keynote address, “I-O Psychology’s Core Purpose: Where Science and Practice Meet” drawing upon his 25 years of experience as executive officer of three international companies and a distinguished academic career.

Gary Latham will be introduced as SIOP’s new president and will present his overarching goal for increasing the visibility of I-O psychologists in the public domain and his 2 specific goals regarding (a) collaboration with EAWOP and IAAP, and the HR Division of the Academy of Management to do so; and (b) his desire for us to become the source of evidence-based management for SHRM.

Anthony J. Rucci, Ohio State University, Keynote Speaker

Gary P. Latham, University of Toronto, Presenter