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Friday PM

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

Reversing the Flow: How Customer Behaviors Impact Service Employees

Though customer mistreatment of service employees occurs frequently and is associated with workplace strain, it has been largely neglected in research on stress. This symposium extends research on negative customer behavior by identifying causes, exploring a range of consequences, and addressing means of coping with customer-related stress.

Alicia A. Grandey, Pennsylvania State University, Chair

Jennifer A. Diamond, Pennsylvania State University, Chair

Valerie Morganson, Old Dominion University, Debra A. Major, Old Dominion University, Sexual Harassment From Third Parties

Nicole L. Neff, Pennsylvania State University, Jennifer A. Diamond, Pennsylvania State University, Alicia A. Grandey, Pennsylvania State University, Jessica Brady, Pennsylvania State University, An Examination of Counterproductive Responses to Customer Injustice

Alicia A. Grandey, Pennsylvania State University, Jennifer A. Diamond, Pennsylvania State University, Julie Kern, Pennsylvania State University, The Role of Customer Power in Emotional Labor

Silke Holub, University of Illinois at Urbana-Champaign, Chris-topher D. Nye, University of Illinois, Kisha S. Jones, Univer-sity of Illinois, Lu Wang, University of Illinois at Urbana-Champaign, Jing Chen, Gettysburg College, Chi-Yue Chiu, University of Illinois at Urbana-Champaign, The Attenuating Effects of Social Sharing on Emotional Labor Outcomes

Submitted by Jennifer Diamond, jad440@psu.edu 

135. Special Events: 12:00 PM–12:50 PM  
Continental 3

Executive Committee Invited Session: Education and Training in I-O Psychology: Open Meeting of Educators

Each year the Education & Training and Long Range Planning Committees host an open meeting for I-O graduate program directors and others who have interest in educating the next generation of I-O psychologists. Bring issues, concerns, and questions and participate in the discussion.

Eric D. Heggestad, University of North Carolina Charlotte, Chair

Donald M. Truxillo, Portland State University, Chair 

136. Symposium/Forum: 12:00 PM–1:20 PM  
Continental 4

Building Successful Mentorship Programs–Research, Lessons, and Best Practices

Retirement and turnover cost organizations billions in terms of lost knowledge. Mentorship programs can combat this problem, though there is a dearth of research describing successful program characteristics. This symposium documents cutting edge research and program analyses leading to a definition of best practices for implementing successful mentorship programs.

Jared D. Lock, Accelerated Execution, Chair

Kristina Matarazzo, Northern Illinois University, Lisa Finkelstein, Northern Illinois
University, Tammy D. Allen, University of South Florida, Making Successful Matches in Formal Mentoring Relationships

Carrie S. McCleese, University of Georgia, Lillian T. Eby, University of Georgia, Lisa Baranik, University of Georgia, Carrie Owen, University of Georgia, Does Bad Beget Bad in Formal Mentoring? A Dyadic Study

John J. Sosik, Pennsylvania State University-Great Valley, Jae Uk Chun, Pennsylvania State University-Great Valley, Barrie Litzky, Drexel University, Diane Bechtold, Pennsylvania State University-Great Valley, Veronica Godshalk, Pennsylvania State University-Great Valley, Examining Emotional Intelligence and Trust in Formal Mentoring Dyads

Corinne Baron Donovan, Baruch College-CUNY, Mariangela Battista, Starwood Hotels & Resorts, Mentoring Program Relationship to Mentor and Protégé Intent to Remain

Submitted by Jared Lock, Jared.Lock@gmail.com 

137. Panel Discussion: 12:00 PM–1:20 PM  
Continental 5

Applicant Retesting Policy: Key Considerations and Best Practices

SIOP’s Principles, the APA’s Standards, and the EEOC’s Uniform Guidelines all recommend that organizations develop an applicant retesting policy; however, these documents provide little (if any) explicit guidance regarding how to develop and implement a retesting policy in an informed, fair, and sound manner.

Nicole R. Bourdeau, Hogan Assessment Systems, Chair

Alana B. Cober, Transportation Security Administration, Panelist

Jennifer M. Hurd, Federal Bureau of Investigation, Panelist

Brent D. Holland, Furst Person, Panelist

John D. Morrison, Psychological Services, Inc., Panelist

Andrew L. Noon, Mutual of Omaha, Panelist

Ryan A. Ross, Hogan Assessment Systems, Panelist

Submitted by Nicole Bourdeau, nicole@hoganassessments.com 

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

Leading Destructively: A Theoretical and Empirical Examination of Destructive Leaders

Recent research has called for a holistic approach to studying destructive leadership. This symposium includes theoretical discussions that consider the interaction between leader, follower, and environment that may explain destructive leadership. Evidence of a cross-cultural evaluation of leader wrongdoing and an evaluation of consequences of destructive leadership are also presented.

Ronald F. Piccolo, University of Central Florida, Chair

Deborah DiazGranados, University of Central Florida, Chair

Melissa M. Harrell, University of Central Florida, Chair

Art Padilla, North Carolina State University, Paul W. Mulvey, North Carolina State University, A Theoretical Model of Destructive Leadership

Rena Lenore Rasch, University of Minnesota, Winny Shen, Univ-ersity of Minnesota, Stacy Davies, University of Minnesota, Joyce E. Bono, University of Minnesota, Examining the Outcomes of Destructive Leadership Behavior

Staale Einarsen, University of Bergen, Merethe Aastand, University of Bergen, Anders Skogstad, University of Bergen, The Nature, Prevalence, and Consequences of Destructive Leadership

Adib Birkland, University of Minnesota, Theresa M. Glomb, University of Minnesota, Deniz S. Ones, University of Minnesota, A Cross-Cultural Comparison of the Structure of Senior Leader Wrongdoing

Robert T. Hogan, Hogan Assessment Systems, Discussant

Submitted by Deborah DiazGranados, debdiaz@gmail.com 

139. Symposium/Forum: 12:00 PM–12:50 PM  
Continental 9

Executive Succession: Real-World Challenges

This symposium offers perspectives from practitioners and executives who have extensive experience designing and implementing executive succession processes in companies. Presenters will share real-life case studies, describing their various approaches, methodologies, results, and insights. The chair will facilitate a discussion between the audience and the presenters.

David B. Wagner, Mercer Delta Consulting, LLC, Chair

Randall S. Cheloha, Oliver Wyman: Delta Consulting, David B. Wagner, Mercer Delta Consulting, LLC, Psychological Barriers to CEO Succession

Mike Williams, TransAlta Corp., CEO Succession: Lessons Learned From the Field
Craig D. Haas, Hogan Assessment Systems, Matthew R. Lemming, University of Missouri-St. Louis, Identifying and Assessing Talent at the Top for Succession Management

Submitted by David Wagner, david.wagner@mercerdelta.com 

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

Aging and Industrial and Organizational Psychology

Harvey L. Sterns, University of Akron, Host

Suzanne M. Miklos, O.E. Strategies, Inc., Host 

141. Friday Seminars: 12:00 PM–2:50 PM  
Franciscan B

Doing Diversity Right: A Research-Based Approach to Diversity Management

Friday Seminars require advance registration as well as an additional fee! (3 hrs. CE credit earned)

Derek R. Avery, University of Houston, Presenter

Patrick F. McKay, Rutgers University, Presenter

Scott Tonidandel, Davidson College, Coordinator 

142. Friday Seminars: 12:00 PM–2:50 PM  
Franciscan C

Conceptual and Methodological Issues in Analyzing Changes Over Time

Friday Seminars require advance registation as well as an additional fee! (3 hrs. CE credit earned)

Robert J. Vandenberg, University of Georgia, Presenter

David Chan, Singapore Management University, Presenter

Jennifer D. Kaufman, Dell Inc, Coordinator

143. Panel Discussion: 12:00 PM–1:20 PM  
Grand Ballroom A

Global Versus Local Personality Norms: The Whens, Whys, and Hows

Using norms in international personality-based selection and development can provide context to test scores for making cross-cultural comparisons. Debate still remains about whether global personality norms comprised of multiple translations are psychometrically sound or whether locally derived norms are the better option. Creation, applications, and ramifications will be discussed.

Jeff Foster, Hogan Assessment Systems, Chair

Dave Bartram, SHL Group PLC, Panelist

Jurgen Bank, Personnel Decisions International, Panelist

Joseph A. Jones, Development Dimensions International, Panelist

Koji Okumura, Personnel Decisions International, Panelist

Kevin D. Meyer, Hogan Assessment Systems, Panelist

Submitted by Kevin Meyer, kmeyer@hoganassessments.com 

144. Symposium/Forum: 12:00 PM–1:50 PM  
Imperial B

The Benefits of Nonwork Experiences for Employee Health and Performance

Five empirical papers demonstrate that recovery episodes such as vacations, weekends, evenings, or breaks are associated with employee health and performance-related indicators. In addition, the studies examine possible beneficial effects of specific nonwork experiences, such as involvement in nonwork activities, psychological detachment, relaxation, or choice.

Charlotte Fritz, Bowling Green State University, Chair

Carmen Binnewies, University of Konstanz, Chair

Charlotte Fritz, Bowling Green State University, Maya Yankelevich, Bowling Green State University, Anna Zarubin, Bowling Green State University, Patricia Barger, Bowling Green State University, Workload and Employee Exhaustion: The Mediating Role of Psychological Detachment

Lauren Murphy, Portland State University, Leslie B. Hammer, Portland State University, Mo Wang, Portland State University, Junqi Shi, Peking University, The Effects of Psychological Detachment on Work–Family Conflict and Burnout

Jana Kühnel, University of Konstanz, Sabine Sonnentag, University of Konstanz, Vacation Fade-Out in Teachers

Carmen Binnewies, University of Konstanz, Eva Mojza, University of Konstanz, Sabine Sonnentag, University of Konstanz, Feeling Recovered After the Weekend and Weekly Job Performance

Daniel J. Beal, Rice University, Rochelle Evans, Rice University, Lennie Waite, Rice University, Restoring Regulatory Resources: The Role of Choice, Involvement, and Motivation

Daniel Ganster, University of Arkansas, Discussant

Submitted by Charlotte Fritz, fritzc@bgsu.edu 

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

Psychometric Properties of Conditional Reasoning Tests

This symposium focuses on the psychometric properties of conditional reasoning tests. The first 2 papers use the modern measurement theory to address scoring strategies and differential item functioning on gender, respectively. The 3rd paper addresses the development of a nonarbitrary metric.

James M. LeBreton, Purdue University, Chair

Heather McIntyre, Georgia Institute of Technology, Chair

Chia-Huei Emily Ko, Georgia Institute of Technology, Venessa Thompson, Georgia Institute of Technology, James Roberts, Georgia Institute of Technology, Scoring Strategies for the Conditional Reasoning Test of Aggression

Chia-Huei Emily Ko, Georgia Institute of Technology, Hi Shin Shim, Georgia Institute of Technology, James Roberts, Georgia Institute of Technology, Differential Item Functioning on the Conditional Reasoning Test for Aggression

Michael McIntyre, University of Tennessee, Lawrence R. James, Georgia Tech, Dealing With Arbitrary Metrics in Conditional Reasoning Tests

Paul J. Hanges, University of Maryland, Discussant

Submitted by Chia-Huei Ko, chiahuei.ko@psych.gatech.edu 

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

Performance Approach-Avoidance Motivation and Task Performance

Research shows that goals that focus on normative competence, so-called performance goals, may have positive as well as negative effects on task performance. This symposium presents 4 studies that address the question under which conditions performance goals are effective in terms of task performance, and why.

Nico W Van Yperen, University of Groningen, Chair

Nico W Van Yperen, University of Groningen, On the Recursiveness of the Performance Goal Adoption Process

Joseph W. Hendricks, Texas A&M University, Stephanie C. Payne, Texas A&M University, When Does Performance-Prove Goal Orientation Contribute to Performance?

Lennart J. Renkema, University of Groningen, Distinguishing Goals and Strategies
Frederik Anseel, Ghent University, Feedback Reactions After Career Assessment: The Role of Performance Goals

Submitted by Nico Van Yperen, N.van.Yperen@rug.nl 

147. Symposium/Forum: 12:30 PM–1:20 PM  
Continental 7

Face It: The Predictive Validity of Personality Facets

The contributions to this session all focus on the predictive validity of narrow personality constructs. Studies discuss the structure and validity of facets of Openness, the differential prediction of Conscientiousness facets, the cross-cultural measurement invariance of facets of Openness, and a model of job performance that incorporates facet-level personality measurement.

Frederick L. Oswald, Michigan State University, Chair

Tara Rench, Michigan State University, Chair

Oleksandr Chernyshenko, University of Canterbury, Stephen Stark, University of South Florida, Sang Eun Woo, University of Illinois at Urbana-Champaign, Gabriella Conz, University of Canterbury, Openness to Experience: Its Facet Structure, Measurement, and Validity

Sang Eun Woo, University of Illinois at Urbana-Champaign, Zhi-Xue Zhang, Peking University, Chi-Yue Chiu, University of Illinois at Urbana-Champaign, Oleksandr Chernyshenko, University of Canterbury, Andrew Longley, New Zealand Navy, A Six-Faceted Measure of Openness: Measurement Invariance Across Three Cultures

Tara Rench, Michigan State University, Frederick L. Oswald, Michigan State University, Elizabeth M. Oberlander, Michigan State University, Facet-Level Effects of Conscientiousness in an Adaptive Multitasking Environment

Jeff W. Johnson, Personnel Decisions Research Institutes, The Advantage of Narrow Facets in Explaining Personality–Performance Relationships

Submitted by Frederick Oswald, foswald@msu.edu 

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

Please Watch Your Step: Safety First

David Hofmann, University of North Carolina, Facilitator 

148-1 Explaining Errors in Airport Baggage Screening: The Vigilance Reinforcement Hypothesis

The vigilance reinforcement hypothesis (VRH) asserts that errors in visual search tasks are partially explained by the reinforcement effects of signal detection. Two experiments tested VRH predictions within simulated baggage screening. Reinforcement effects were observed within single sessions, independent of field complexity, and replicated in a second sample.

Matthew Bell, Santa Clara University

Ryan Olson, Oregon Health & Science University

Lindsey Hogan, Pacific Graduate School of Psychology

Ariel Grosshuesch, Western Michigan University

Sara Schmidt, Oregon Health & Science University

Mary Gray, Portland State University

Submitted by Ryan Olson, olsonry@ohsu.edu

148-2 Extending the Consideration of Future Consequences to Safety Outcomes

This study extended research on consideration of future consequences to the workplace safety arena. Using a newly developed scale, data showed that consideration of future safety consequences was predictive of employee safety knowledge and motivation, compliance, OCBs, accident reporting, and workplace injuries, even after accounting for Conscientiousness and demographic variables.

Maja Graso, Washington State University

Tahira Probst, Washington State University-Vancouver

Armando Estrada, University of Texas-El Paso

Submitted by Tahira Probst, probst@vancouver.wsu.edu

148-3 Interactive Effects of Safety Constraints, Safety Uncertainty, and Verbal Exchanges

These findings support safety obstacles and safety uncertainty in predicting safety behaviors, injury, and pain in a construction sample. Furthermore, positive verbal exchanges with supervisors, a form of leadership skill and social support, predict safety behaviors and the reduction of injury. Mechanisms of the above relationship are discussed.

Julie Sampson, Colorado State University

Peter Chen, Colorado State University

Sarah DeArmond, University of Wisconsin Oshkosh

Submitted by Julie Sampson, jsampson@simla.colostate.edu

148-4 Employee Participation and Workplace Safety: A Multilevel Analysis

This study examines the relationship between employee participation and workplace safety based on a dataset of 342 employees working in 37 firms. Results indicate that firm level participation practices are positively related to individual perceived safety climate, which is, in turn, positively related to employees’ safety-enhancing behaviors.

Zhen Zhang, University of Minnesota

Devasheesh Bhave, University of Minnesota

Richard Arvey, National University of Singapore

Submitted by Zhen Zhang, zhan0455@umn.edu 

149. Poster Session: 12:30 PM–1:20 PM  
Grand Ballroom B

Job Attitudes/Leadership

149-1 Are Happy Workers More Productive? A Task-Based Analysis

Previous research on the relation between happiness and productivity has generally shown mixed results. Two studies were conducted to examine whether the tasks performed on the job moderate the relation between happiness and job performance. Results supported the hypothesis and defined a model of happiness’ effect on productivity.

Emily Solberg, Valtera

Submitted by Emily Solberg, esolberg@valtera.com

149-2 Susceptibility of Job Attitudes to Context Effects

Researchers have typically overlooked the possibility that responses to job attitude items might be produced “on-the-spot” using information that is temporally accessible to participants. In 2 experiments, we provide evidence that responses to job attitude measures are sensitive to context effects.

Nathan Bowling, Wright State University

James Boss, Bowling Green State University

Gregory Hammond, Wright State University

Brittany Dorsey, Wright State University

Submitted by Nathan Bowling, nathan.bowling@wright.edu


149-3 Final Four Fever: Fading Forecaster of Organizational Support and Commitment?

Final 4 fever (employees’ positive view of the university’s basketball success) predicted both perceived organizational support and affective organizational commitment beyond traditional job attitude antecedents of these latter 2 constructs and continued to account for comparable variance over 4 months despite a decrease in its mean.

Louis Buffardi George Mason University

Richard Hermida George Mason University

Johnathan K. Nelson George Mason University

Submitted by Louis Buffardi, buffardi@gmu.edu

149-4 Work Relationships as Investments: The Unexplored Component of Continuance Commitment

Work relationships are conceptualized as investments that may explain additional variance in continuance commitment and intentions to quit beyond more traditional work investments. Results indicated that relationship quantity predicted incremental variance in personal sacrifice, whereas relationship quality predicted incremental variance in intentions to quit.

Melissa Cohen, Carlson Marketing

Steve Jex, Bowling Green State University

Submitted by Melissa Cohen, melannecohen@gmail.com

149-5 A Comparison of Two Psychological Contract Scales

This study compares Rousseau’s (1990) Employer/Employee Obligations Scale (EEO) and Rousseau’s (2000) Psychological Contract Inventory (PCI). Data from 348 working students indicated that the 2 measures had similar reliability and discriminant validity; however, the PCI had a more stable factor structure and stronger convergent validity.

Jessica Deares, The George Washington University

Rebecca Fraser, The George Washington University

Dana Glenn, The George Washington University

Monica Solek, The George Washington University

Lois Tetrick, The George Mason University

Submitted by Jessica Deares, jdeares@gwu.edu

149-6 Ostracism in the Workplace

This paper outlines the development of the 10-item Workplace Ostracism Scale (WOS). Study 1 used Q-sort and frequency analyses to assess the substantive validity of scale items. Study 2 examined and replicated the WOS’ factor structure and convergent/discriminant validity. Study 3 assessed the WOS’ criterion-related validity.

Joseph Berry, University of Waterloo

Lance Ferris, University of Waterloo

Douglas Brown, University of Waterloo

Submitted by Lance Ferris, dlferris@watarts.uwaterloo.ca

149-7 Relative Importance of Ability, Benevolence, and Integrity in Predicting Trust

Supervisor, subordinate, and peer trust was examined using the integrative model of organizational trust. Ability, benevolence, and integrity were related to trust in all 3 types of coworkers; however, the relative importance of ability, benevolence, and integrity in determining trust differed depending on the trustor–trustee relationship.

Dana Knoll, University of Guelph

Harjinder Gill, University of Guelph

Submitted by Harjinder Gill, gillh@uoguelph.ca

149-8 Developing a Multidimensional Measure of Continuance Organizational Commitment

Continuance organizational commitment (COC) is thought to be multidimensional, yet, it is often measured unidimensionally. This study developed and validated scales that measure 2 dimensions of COC. Results show that employees distinguish between the 2 types of COC and that the subscales differentially predict outcomes.

Benjamin Granger, University of South Florida

Meng Taing, University of South Florida

Kyle Groff, University of South Florida

Russell Johnson, University of South Florida

Submitted by Benjamin Granger, bgranger@mail.usf.edu

149-9 Organizational Justice and Support: Moderating the Organizational Politics-Job Tension Relationship

Perceptions of organizational justice and perceived support were hypothesized to buffer the negative effects of politics perceptions on job tension and turnover intentions. Procedural justice and coworker support significantly moderated the relationship between politics and outcome variables at more than 1 level (e.g., peer, supervisor) of politics perceptions.

Anne Hansen, Colorado State University

Zinta Byrne, Colorado State University

Submitted by Anne Hansen, amhansen@colostate.edu

149-10 Organizational Commitment in a Volunteer Workforce

The study examines how and why functional motives affect volunteer organizational commitment. Results showed that values, understanding, and protective and enhancement motives were related to organizational commitment, and volunteer satisfaction mediated the relationship. In addition, the study provides a framework that explains when traditional work theories may be applied to volunteer workers.

Ann Huffman, Northern Arizona University

Jaime Henning, Eastern Kentucky University

Tonya Frevert, Northern Arizona University

Submitted by Ann Huffman, ann.huffman@nau.edu

149-11 Moderating Effects in Relationships Between Person–Organization Fit and Job Attitudes

This study examined the moderating effect of perceived organizational support and expected utility of present job on the relationship between person–organization fit and job attitudes. Results showed that the relationship was more positive when the level of POS and EUPJ was low as compared to when it was high.

Hana Lee, Yonsei University

Hyun Young Cho, Yonsei University

Young Woo Sohn, Yonsei University

Submitted by Hana Lee, kaienf@naver.com

149-12 Beyond the Dotted Line: Psychological Contracts and Organizational Commitment

New insight into the employer–employee relationship is provided by examining the relation between employees’ perceptions of psychological contract features and their organizational commitment. In addition, psychological contract research is advanced by developing a generalizable feature measure, and expand commitment research by evaluating the dual nature of normative commitment.

Kate  McInnis, The University of Western Ontario

John P. Meyer, The University of Western Ontario

Submitted by Kate McInnis, kmcinni3@uwo.ca

149-13 Organizational Cynicism, Voice, and Job Satisfaction: Exploring Relationships

Many employees are cynical about the motives of organizations and their leaders, and this cynicism may influence important job attitudes. This paper explores organizational cynicism and its relation to job satisfaction. Further, it explores voice as a mediating variable in the relationship between organizational cynicism and job satisfaction.

Kristyn Scott, University of Toronto Scarborough

David Zweig, University of Toronto Scarborough

Submitted by Kristyn Scott, kscott@utsc.utoronto.ca

149-14 Occupational Fit and the Role of Individual Adaptability

This study examined individual adaptability as a moderator of the effects of perceived and objective fit on performance and affective outcomes. Results revealed that perceived fit related more strongly to certain outcomes as compared to objective fit. Individual adaptability moderated the relationship between perceived fit and satisfaction.

Jennifer Wessel, Michigan State University

 Ann Marie Ryan, Michigan State University

Frederick Oswald, Michigan State University

Submitted by Jennifer Wessel, wesselje@msu.edu

149-15 Measuring Job Satisfaction as an Attitude: The Facet Satisfaction Scale

This study created 2 new attitudinal measures of job satisfaction that assessed the evaluation of job facets to align the definition and measurement of job satisfaction. These 2 scales are expected to enhance our ability to quantify the relationship between job satisfaction and other important job-related variables.

Terence Yeoh, University of North Texas

Joseph Huff, University of Illinois Springfield

Submitted by Terence Yeoh, terenceyeoh@yahoo.com

149-16 Employee Empowerment: From Managerial Practices to Employees’ Behavioral Empowerment

This study examines the relationships between supervisors’ empowering managerial practices (SEMP), employee psychological empowerment (PE), and a new behaviorally based measure of employee empowerment (BE). Based on self-report (N = 359) and multisource data (N = 185), it appears that SEMP link to BE is completely mediated by PE.

Jean-Sebastien Boudrias, University of Montreal

Patrick Gaudreau, University of Ottawa

Andre Savoie, University of Montreal

Alexandre J.S. Morin, University of Sherbrooke

Vincent Rousseau, University of Montreal

Submitted by Jean-Sebastien Boudrias, jean-sebastien.boudrias@umontreal.ca

149-17 The Effects of Gender and Communication Style on Leadership Perceptions

This study investigated how affiliative and agentic styles of communication influenced perceptions of leadership behavior for men and women. Results showed perceptions of consideration behavior were consistently lower for female, as compared to male, leaders when they employed an incongruent style of communication.

Toni Willis, SUNY-New Paltz

Maryalice Citera, SUNY-New Paltz

Submitted by Maryalice Citera, citeram@newpaltz.edu

149-18 Understanding the Motivational Implications of Team Leadership

This study examines the conditions under which coaching and directive team leadership are effective and how team member motivation mediates the relationship between team leadership and performance. Results suggest leader charisma and team member self-efficacy are key boundary conditions for understanding when coaching or directive team leadership are effective.

Daniel Scott DeRue, University of Michigan

Christopher Barnes, Michigan State University

Frederick Morgeson, Michigan State University

Submitted by Daniel DeRue, dsderue@umich.edu

149-19 Transformational Leadership and Psychological Capital: Implications for Performance and OCB

This study examines the relationship between transformational leadership and psychological capital (PsyCap) and PsyCap’s subsequent influence on outcome variables. Results indicate that leader behaviors influence PsyCap, which, in turn, influence performance and OCBs. Implica-tions for the leadership and POB literatures are discussed.

Michael Frazier, Oklahoma State University

Paul Johnson, Oklahoma State University

Janaki Gooty, Okahoma State University

Mark Gavin, Oklahoma State University

Brad Snow, Oklahoma State University

Submitted by Michael Frazier, lance.frazier@okstate.edu

149-20 A Contingency Model of Self-Monitoring in a Racioethnically Diverse Context

This paper examines the effectiveness of leadership in a racioethnically diverse context. Specifically, this paper investigates whether Asian Americans have a different level of LMX compared with their European-American counterparts and if so, what factors are responsible for moderating the link between racioethnicity and LMX.

Guohong Han, Youngstown State University

Submitted by Guohong Han, ghan@ysu.edu

149-21 Justice and Morale: How Leader Reward Behaviors Affect Employee Performance

Although leader reward behaviors relate favorably to important employee outcomes, it is crucial to know why these relationships exist. This study shows that justice perceptions and morale mediate the effects of leader reward behaviors on subordinates’ task and citizenship performance and turnover intentions. Practical implications and limitations are discussed.

Erin Jackson, University of South Florida

Michael Rossi, University of South Florida

Ozgun Rodopman, University of South Florida

Amy Taylor, University of South Florida

Gabriel Lopez Rivas, University of South Florida

Edward Hoover, University of South Florida

Liuqin Yang, University of South Florida

Russell Johnson, University of South Florida

Submitted by Erin Jackson, erinmjackson@gmail.com

149-22 Effects of Supervisor Support for Creativity on Employee Outcomes

This paper examined the relationships between a supervisor’s regulatory focus and propensity to promote creativity among subordinates, and supervisors’ perceived support for creativity to employee attitudes and performance. Data were gathered through supervisor and employee surveys. Results indicated that supervisor support for creativity positively related to subordinate attitudes and task performance.

Emilija Djurdjevic, University of South Florida

Natasha Grzesick, University of South Florida

Russell Johnson, University of South Florida

Submitted by Russell Johnson, rjohnson@cas.usf.edu

149-23 The Mediating Role of Organizational Job Embeddedness

This study examines leader–member exchange (LMX) as a predictor of organizational job embeddedness (OJE), OJE as a predictor of job satisfaction, turnover intentions, and actual turnover, and OJE as an intermediary mechanism that mediates the LMX-outcome relationships. These relationships are examined in a sample of 205 automobile employees.

Kenneth Harris, Indiana University Southeast

Anthony Wheeler, University of Rhode Island

K. Michele Kacmar, University of Alabama

Submitted by K. Michele Kacmar, mkacmar@cba.ua.edu

149-24 Relationships of LMX With Its Antecedents and Consequence Within Context

This paper examines the relationships of LMX with its antecedents and consequence within the context and proposes that organizational collectivism and organizational individualism influence the 4 dimensions of LMX. It also suggests that LMX quality and perceived organizational prestige interact in predicting organizational commitment besides their main effects.

Dejun Kong, Washington University in St. Louis

Submitted by Dejun Kong, kongd@wustl.edu

149-25 Leadership, Organizational Commitment, and Change Commitment: A Multilevel Investigation

This study investigates the effects of transformational leadership, change leadership, and organizational (affective) commitment on employees’ commitment to a specific change. A 3-way interaction among the predictors indicates that the positive relationship between transformational leadership and change commitment is the strongest under low change leadership and high organizational commitment.

Yi Liu, Georgia Institute of Technology

Donald Fedor, Georgia Institute of Technology

David Herold, Georgia Institute of Technology

Steven Caldwell, University of South Carolina-Upstate

Submitted by Yi Liu, yi.liu@gatech.edu

149-26 Servant-Leadership and Team Performance, the Key Role of Humility

528 students (137 teams) participated in a HRM simulation and completed an online survey. Team performance improved over time in teams with a “servant” leader and differed significantly from teams with a “normal” leader and leaderless teams. Furthermore, in “servant”-led teams, leader humbleness positively influenced team grade.

Inge Nuijten, Erasmus University Rotterdam

Dirk Van Dierendonck, Erasmus University Rotterdam

Submitted by Inge Nuijten, inuijten@rsm.nl

149-27 Downward Influence Tactics of Group Leaders Following a Merger

This study addressed how and whether leaders adjust their downward influence tactics after a merger. Results indicated significant differences in choice of influence tactics used by leaders of the parent vs. the acquired firm. Leaders also changed their choice of influence tactics over time.

Jason Myrowitz, Arizona State University

Suzanne Peterson, Arizona State University

Kristin Byron, Syracuse University

Submitted by Suzanne Peterson, suzanne.peterson@asu.edu

149-28 Emotional Intelligence and Leader Effectiveness: A Gender Comparison

This paper investigated the moderating influence of gender on the relationship between emotional intelligence and leadership. Results suggest that gender moderates the relationship, such that the relationship is stronger for women than for men. Results also suggest that gender moderates the relationship when leadership is examined at the dimension level.

Elizabeth Scharlau, University of Georgia

Karl Kuhnert, University of Georgia

Submitted by Elizabeth Scharlau, Scharlau@uga.edu

149-29 Meta-Analysis of Emotional Intelligence and Transformational and Transactional Leadership

This meta-analysis examines the association between emotional intelligence (EI) and transformational and transactional leadership. Results support the hypothesis that EI has a positive impact on transformational leadership and contingent reward, and that these relationships are higher for mixed measures of EI than ability-based measures.

Megan Shaw, George Washington University

Jordan Robbins, George Mason University

Submitted by Megan Shaw, megshaw@gwu.edu

149-30 Leadership Developmental Level and Performance: An Investigation of Male–Female Differences

This study investigates the differential predictive ability of leadership developmental levels (constructive/developmental theory) in a model of leader performance and explores potential sources of this discrepancy, including rater bias, performance differences, developmental differences, gender moderation, and interpersonal connection style.

Sarah Strang, University of Georgia

Karl Kuhnert, University of Georgia

Submitted by Sarah Strang, sestrang@uga.edu

149-31 Leader–Member Exchange: A Longitudinal Analysis of Turning Points
and Variability

This paper advances leader–member exchange theory by taking a dynamic view of dyadic leadership. Using quantitative and qualitative methods, researchers examined turning points for 2 aspects of LMX relationships: affect/liking and trust/dependability. Growth curve analyses were used to examine the importance of variability, and event categories were developed and explored.

Eric Welch, Purdue University

Howard Weiss, Purdue University

Stephen Green, Purdue University

Submitted by Eric Welch, ewelch@purdue.edu

149-32 Sharing Leadership: Examining Vertical and Shared Charisma in Organizations

This study examines vertical and shared leadership. Results illustrated that both were important factors related to unit-level conflict, helping, and performance with each adding unique variance. Further, these constructs interacted to predict the outcomes within a mediated IPO framework illustrating the utility and complementarities of shared and vertical charisma.

Jonathan Ziegert, Drexel University

David Mayer, University of Central Florida

Ronald Piccolo, University of Central Florida

Submitted by Jonathan Ziegert, ziegert@drexel.edu

150. Symposium/Forum: 12:30 PM–1:50 PM  
Yosemite B

Leading the Team, and Above

Four empirical studies explore the role of team leaders in bridging the external boundaries of teams and of leaders in shaping the cognitive mechanisms of teamwork. These studies contribute to knowledge of team leadership by exploring points of impact at the team and multiteam levels of analysis.

Leslie DeChurch, University of Central Florida, Chair

Michelle A. Marks, George Mason University, Chair

Kimberly A. Smith-Jentsch, University of Central Florida, Leader-Led Guided Team Self-Correction: A Strategy for Promoting Team Learning

 Kenneth Randall, Florida International University, Christian Resick, Drexel University, Toshio Murase, University of Central Florida, Miliani Jimenez, University of Central Florida, Modeling Team Adaptation: What Role Does External Leader Sensemaking Play?

Leslie DeChurch, University of Central Florida, Michelle A. Marks, George Mason University, Leader Mental Models and Multiteam System Effectiveness

Michelle A. Marks, George Mason University, Dave Luvison, Alliance Vista Corporation, Understanding Leadership in Multiteam Alliances

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

Submitted by Leslie DeChurch, ldechurc@mail.ucf.edu

151. Roundtable Discussion/Conversation Hour: 1:00 PM–1:50 PM  
Continental 1

English Language Proficiency and Cultural Issues in U.S.-Based Selection Assessment

Practical and legal challenges arise in implementing selection assessment programs when the applicant population consists partly of nonnative English speakers with varied cultural backgrounds. These factors can in turn impact assessment-related outcomes. The objective of this session is to engage audience discussion and offer practical guidance for addressing these challenges.

Andrew L. Solomonson, PreVisor, Host

Joan M. Glaman, The Boeing Company, Host

Submitted by Andrew Solomonson, asolomonson@previsor.com

152. Special Events: 1:00 PM–1:50 PM  
Continental 3

Executive Committee Invited Session: Town Hall Meeting

Come meet with the SIOP leadership to discuss initiatives relative to the strategic plan as well as to get answers to your questions about SIOP activities. Topics may include changes to align our governance structure with strategic initiative, reaffirmation of the scientist–practitioner model, and any other topics of interest to you.

Lois E. Tetrick, George Mason University, Chair

Gary P. Latham, University of Toronto, Chair

Jeffrey J. McHenry, Microsoft Corporation, Chair

Lisa Finkelstein, Northern Illinois University, Chair

Kenneth Pearlman, Independent Consultant, Chair 

153. Symposium/Forum: 1:00 PM–2:50 PM  
Continental 8

How Rude! Investigating the Complexity of Disrespectful Behaviors at Work

Workplace rudeness is a widespread problem and much research has shown that the experience of rudeness can have drastic negative effects on workers. The purpose of this symposium is to add complexity to understanding disrespectful behaviors at work by exploring such issues as organizational power, climate, and the actor’s perspective.

Jennifer Bunk, West Chester University, Chair

Jennifer Bunk, West Chester University, Jodi Karabin, West Chester University, Tracie A Lear, West Chester University, Lauren Gambrino, Fairleigh Dickinson University, Why Are You Being Rude? Deviance From the Actor’s Viewpoint

Dana B Kabat, University of Michigan, Lilia M. Cortina, University of Michigan, Emily Leskinen, University of Michigan, Marisela Huerta, University of Michigan, Selective Incivility: New and Improved Discrimination in the Workplace?

Summer Polson, Western Kentucky University, Kathi N. Miner-Rubino, Western Kentucky University, Sherri Settle, Macro International Inc., Gender, Occupational Position, and Incivility: Status and Workplace Rudeness

Benjamin M. Walsh, University of Connecticut, Vicki J. Magley, University of Connecticut, Kimberly A. Davies-Schrils, University of Connecticut, Matthew Marmet, The University of Connecticut, David Reeves, University of Connecticut, Jessica A. Gallus, University of Connecticut, Developing and Validating a Brief Measure of Workplace Civility Norms

Ronald Brassell, Western Kentucky University, Kathi N. Miner-Rubino, Western Kentucky University, Megan Preston, Western Kentucky University, Creating Conflict: Organizational Antecedents of Uncivil Workplace Climates

Julian I. Barling, Queen’s University, Discussant

Submitted by Jennifer Bunk, jbunk@wcupa.edu 

154. Symposium/Forum: 1:00 PM–1:50 PM  
Continental 9

Performance Management Processes That Drive Business Results

When designed, implemented, managed, and integrated into talent management practices, performance management helps drive business results. Current research presented around the drivers of performance management process design, management, and the integration with other talent management initiatives. Two different organizations will present on implementation and management of their performance management processes.

Tobin V. Anselmi, Creative Metrics, Chair

Tobin V. Anselmi, Creative Metrics, Best Practice—Performance Management Processes Research Results

Janet E. Hecht, State Personnel Administration, Implementing a Performance Management Initiative in a Government Setting

Lucy H Dahl, Dell Inc., Managing and Integrating a Best Practices Performance Management Process

Gary Johnsen, Creative Metrics, Discussant

Submitted by Tobin Anselmi, tobin.anselmi@creativemetrics.com 

155. Symposium/Forum: 1:00 PM–2:50 PM  
Imperial A

I-O Innovations in the Intelligence and Defense Community

To meet current national security threats, I-O psychologists play unique and important roles at the strategic level, helping create tools and programs needed to adapt quickly and well. Building on the innovation theme from SIOP’s Leading Edge consortium, we discuss specific challenges in the intelligence and defense community.

Wendy S. Becker, University at Albany-SUNY, Chair

Wayne A. Baughman, National Security Agency/Central Security Service, Chair

Elizabeth Kolmstetter, Office of Human Capital, From Vision to Results: I-O Contributions From the Strategic Level

Jane Homeyer, Office of the Chief Human Capital Officer, Implementing the Intelligence Community Human Capital Plan

Richard L. Rees, U.S. Government, A Model of Political Leadership Decision Making

Dave Dorsey, Personnel Decisions Research Institutes, Redefining and Rebuilding the Defense Workforce

Elaine D. Pulakos, Personnel Decisions Research Institutes, Discussant

Submitted by Wendy Becker, w.becker@albany.edu 

156. Panel Discussion: 1:30 PM–2:50 PM  
Continental 2

Creative and Innovative Processes in Teams: Dealing With Inherent Messiness

Creativity and innovation are important for team and organizational effectiveness. Current research and theory approach creative and innovative processes in a traditional linear fashion, although such processes are characterized by nonlinear, dynamic, iterative “messiness.” This panel discussion addresses how we can incorporate messiness into our theories and research designs.

James L. Farr, Pennsylvania State University, Chair

Carsten K. W. De Dreu, University of Amsterdam, Panelist

Michael Frese, University of Giessen, Panelist

John E. Mathieu, University of Connecticut, Panelist

Veronique Tran, ESCP-EAP (European School of Management), Panelist

Submitted by James Farr, J5F@PSU.EDU 



157. Master Tutorial: 1:30 PM–2:50 PM  
Continental 4

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

Update in Wage and Hour Litigation

I-Os are rarely involved as experts in wage and hour class action lawsuits. Two types of cases are most relevant: (a) jobs misclassified as exempt from overtime requirements and (b) missed meal/rest breaks and work off the clock. Recent court decisions offer new opportunities.

Cristina G. Banks, University of California, Berkeley, Presenter

Lloyd Aubry, Morrison Foerster, Presenter

Submitted by Cristina Banks, banks@haas.berkeley.edu 

158. Panel Discussion: 1:30 PM–2:50 PM  
Continental 5

Current Issues in Internet Assessment–The Providers’ View

Advances in Internet technology, globalization, market pressures, and other issues have challenged assessment providers to ensure greater access to assessments while maintaining professional integrity. This panel provides insight into current issues including test security, unproctored assessment, globalization, accessibility, market pressures, professional standards and legal regulations, and psychometric integrity and utility.

Gary R. Schmidt, Saville Consulting, Inc., Chair

Paul T. Barrett, Hogan Assessment Systems, Panelist

David N. Dickter, PSI, Panelist

Michael S. Fetzer, PreVisor, Panelist

Michael Goldman, Bigby Havis & Associates, Panelist

Charles A. Handler, Rocket-Hire, Panelist

Steven T. Hunt, SuccessFactors, Panelist

Reid E. Klion, Performance Assessment Network, Panelist

Nathan J. Mondragon, Taleo, Panelist

Syed Saad, The Devine Group, Panelist

Peter Saville, Saville Consulting, Panelist

Submitted by Gary Schmidt, gary.schmidt@savilleconsulting.com 

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

Integrating Leadership and Organizational Justice: The Next Phase

Growing evidence suggests that employee perceptions of leader fairnesss have important attitudinal, affective, and behavioral consequences for leadership effectiveness. This symposium integrates organizational justice and leadership research to examine how justice can be a boundary condition for leadership effects and can serve as an underlying mechanism explaining effective leadership.

Daan van Knippenberg, Erasmus University Rotterdam, Chair

David De Cremer, Tilburg University, Chair

Daan van Knippenberg, Erasmus University Rotterdam, Leadership and Fairness: A Review and Research-Based Model

David M. Mayer, University of Central Florida, Mary Bardes, University of Central Florida, Ronald F. Piccolo, University of Central Florida, Do Servant-Leaders Satisfy Follower Needs? An Organizational Justice Perspective

Mary Bardes, University of Central Florida, Ronald F. Piccolo, University of Central Florida, David M. Mayer, University of Central Florida, Timothy A. Judge, University of Florida, Does High Quality Leader–Member Exchange Accentuate Effects of Organizational Justice?

David De Cremer, Tilburg University, When Passionate Leadership Affects Procedural Justice Effects: A Contingency Approach

Mary Uhl-Bien, University of Nebraska-Lincoln, Discussant

Submitted by Daan van Knippenberg, dvanknippenberg@rsm.nl 

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

Assessments Used for Employee Development: Individual and Organizational Outcomes

Despite the growing emphasis on employee development programs in organizations, little is known about outcomes associated with a typical component of development–assessments used for feedback. This session will focus on approaches to implementing development programs centered around assessments and how these programs result in individual and organizational outcomes.

Tracy Kantrowitz, PreVisor, Chair

Michelle Bossart, FedEx Customer Information Services, Using Assessments Within an Enterprise-Wide Career Development Program

Tracy Kantrowitz, PreVisor, Darrin Grelle, The University of Georgia, Validity of Career Development Assessments For Satisfaction, Engagement, and Fit

Corey S. Munoz, Fannie Mae, Stephanie A. Tarant, Fannie Mae, Beyond Multisource Feedback: Designing Developmental Assessment Programs

Jay Janovics, PreVisor, Allison Lamazor, American Express, Developing Team Leaders and Driving Service Excellence at American Express

Sylvester Taylor, Center for Creative Leadership, Discussant

Submitted by Tracy Kantrowitz, tkantrowitz@previsor.com 

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

A 360 View of Multisource Feedback Instruments

Dale S. Rose, 3D Group, Facilitator 

161-1 A Multilevel Modeling Alternative to Aggregation in 360-Degree Feedback

This study presented a multilevel alternative to mean aggregation in 360 degree feedback. Algebraic derivations demonstrate how correlations between aggregate means can produce biased estimates of group level phenomena. This is further supported by an empirical example that demonstrates the different results and conclusions reached by the 2 approaches.

Christopher Barr, University of Houston

Paras Mehta, University of Houston

David Francis, University of Houston

Submitted by Christopher Barr, cbarr@mail.uh.edu

161-2 Using IRT to Evaluate and Modify MSF Instruments

This study examined the psychometric properties of a multisource feedback (MSF) instrument with classical test theory (CTT) and item response theory (IRT). Results showed that CTT and IRT provided similar information and that IRT could be used to develop specialized MSF instruments.

Dana Glenn, The George Washington University

Karla Stuebing, University of Houston

Jason Etchegaray, University of Texas M. D. Anderson Cancer Center

Rebecca Fraser, The George Washington University

Submitted by Dana Glenn, dglenn@gwu.edu

161-3 Conceptual Equivalency and Interrater Reliability in 360 Leadership Assessment

Measurement equivalence and the minimum number of raters required for adequate interrater reliability were established for the AZIMUTH, an Army 360-degree leader feedback assessment. Results indicated no interrater reliability differences between rating sources and a minimum of 4 raters required for each source to produce interrater convergence > .70.

John Steele, Kansas State University

Submitted by John Steele, jpsteele@ksu.edu

161-4 Rating Behaviors in a 360 Assessment: Estimation Patterns and Convergence

This study explored AZIMUTH 360-degree feedback rating behaviors. Distributions of ratings, estimation patterns, rater convergence, and equality of ratings were examined. Contributions include a description of rating patterns of Army officers, a comparison of these rating patterns to the U. S. organization literature, and a description of the rating pattern effects.

John Steele, Kansas State University

Submitted by John Steele, jpsteele@ksu.edu 

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

The Science and Practice of Mentoring

Tammy D. Allen, University of South Florida, Host

Mark L. Poteet, Organizational Research & Solutions, Inc., Host 






163. Symposium/Forum: 1:30 PM–2:50 PM  
Grand Ballroom A

The Importance, Assessment, and Development of Flexible Leadership

Despite widespread interest in flexible leadership, several practical questions remain: Why is flexibility so important? How should it be conceptualized and assessed? How to help managers become more flexible leaders? This session provides practitioners with answers and examples from fellow practitioners and noted scholars currently wrestling with these questions.

Robert B. Kaiser, Kaplan DeVries Inc., Chair

Gary A. Yukl, University at Albany-SUNY, The Meaning and Importance of Flexible Leadership

Robert B. Kaiser, Kaplan DeVries Inc., Assessing Flexibility as a “Mastery of Opposites”

Kenneth De Meuse, Lominger International: A Korn/Ferry Co., Learning Agility: A New Construct Whose Time Has Come

Stephen J. Zaccaro, George Mason University, Katherine Ely, George Mason University, Elizabeth A, Conjar, George Mason University, Christopher Midberry, George Mason University, Jonathan Bryson, Consortium of Universities, Experiential Variety in the Development of Adaptability Skills

Larry W. Norton, PETsMART, Inc., Discussant

Submitted by Robert Kaiser, rkaiser@kaplandevries.com 

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

Job Performance/Citizenship Behavior/Human Factors

164-1 Metacognitive Tracking of Performance: Implications for Error Reporting in Organizations

One hundred thirty eight participants completed 240 trials requiring “yes–no” responses to textual or mathematical expressions. No feedback was provided and following the task, participants provided estimates of the errors they made. Results indicate that participants overestimated their accuracy, especially as actual performance worsened. Implications for error self-reporting are discussed.

Kraig Schell, Angelo State University

Melissa Larson, Angelo State University

Deryck Boulanger, Angelo State University

Submitted by Kraig Schell, kraig.schell@angelo.edu

164-2 A Multilevel Analysis of Operator Trust in Sonification Systems

A multilevel analysis was used to investigate operator trust in sonification systems as a function of sonification pulse rate, system reliability, and mental workload. Consistent with prior research, analyses revealed that sonification pulse rate significantly affected operator trust, as did system reliability.

Randall Spain, Old Dominion University

Elizabeth Newlin, Old Dominion University

James Bliss, Old Dominion University 

Submitted by Randall Spain, rspain@odu.edu

164-3 Development of a Modeling Approach for Human–Robot Interaction

A modeling approach was developed to capture human–robot interaction for the operation of unmanned aerial vehicles (UAVs). The resultant method reflects an integration of job analysis, cognitive work analysis, and Petri nets. The tool was applied to human–robot teams focusing on search-and-rescue tasks.

Rosemarie Yagoda, University of South Florida

Michael Coovert, University of South Florida

Jennifer Burke, University of South Florida

Robin Murphy, University of South Florida

Submitted by Rosemarie Yagoda, ryagoda@mail.usf.edu

164-4 Progress Toward Understanding the Structure and Determinants of Job Performance

Performance models focusing on ability and personality predictors of task and citizenship performance largely confirmed that ability predicts primarily task performance and personality predicts primarily citizenship performance. The mediation related to task knowledge and skill was confirmed, and the overall fit of the models was quite good.

Laura Brantley, Middle Tennessee State University

Walter Borman, Personnel Decisions Research Institutes/ University of South Florida

Mary Ann Hanson, Center for Career and Community Research

Submitted by Laura Brantley, brantley@mtsu.edu

164-5 The Theoretical and Empirical Courting of a Virtual Work Model

This study developed a model of performance for virtual teamwork through theoretical and empirical strategies. A 7-factor structure was hypothesized and tested using confirmatory factor analysis. All scales were pilot tested and construct validated. Fit indices demonstrate acceptable fit to the data and failed to support alternative models.

Tina Malm, Florida Institute of Technology

Richard Griffith, Florida Institute of Technology

Shawn Burkevich, Florida Institute of Technology

Submitted by Shawn Burkevich, burkevich@gmail.com

164-6 Role Definition as a Moderator of Safety Climate/OCB Relationship

The effect of role definition on the relationship between safety climate and OCB was explored in a sample of 95 hospital nurses. Role definition moderated the positive relationship, such that the correlation between safety climate and OCB was strong when role definition was narrow and weak when it was broad.

Olga Clark, University of Hartford

Michael Zickar, Bowling Green State University

Steve Jex, Bowling Green State University

Submitted by Olga Clark, oclark@hartford.edu

164-7 Effects of Supervisor and Subordinate Gender on Contextual Performance Evaluations

This study investigated supervisor ratings of 2 dimensions of contextual performance (CP), altruism and Conscientiousness. A main effect for supervisor gender was found; as female supervisors’ rated subordinates’ CP were significantly higher than male supervisors. A significant interaction between supervisor gender and subordinate gender was not found.

Kristin Cullen, Auburn Univesity

Julie Hetzler, Auburn University

Daniel Svyantek, Auburn University

Scott Goodman, Shaker Consulting Group

Submitted by Kristin Cullen, cullekr@auburn.edu

164-8 I Need You, You Need Me: Interdependence, Representation, Productivity

Amount of target unit member representation during decision making is found to influence the effect of a participative intervention on work unit performance such that the higher the task interdependence and the higher the representation of target unit members during the intervention, the greater the performance improvement.

Julia Fullick, University of Central Florida

Wendy Bedwell, University of Central Florida

Sallie Weaver, University of Central Florida

Robert Pritchard, University of Central Florida

Submitted by Julia Fullick, JFullick1106@aol.com

164-9 An Empirical Comparison of Maximal Versus Typical Measures of Performance

This paper distinguishes the concepts of maximal and typical performance, proposes a strategy for measuring maximal and typical performance in the everyday work setting, and empirically examines the effects of ability on the maximal-typical performance distinction. It is concluded that there are differences between maximal and typical performance.

Diana Deadrick, Old Dominion University

Donald Gardner, University of Colorado-Colorado Spring

Submitted by Donald Gardner, dgardner@uccs.edu

164-10 Work-Role Centrality and Job Satisfaction Across 45 Countries

Concurrent prediction relating relative work role centrality (i.e., work importance compared to other areas, e.g., family) with job satisfaction are made testing the finite-resources vs. multiple-role-enhancement hypotheses. Polynomial regression analysis on the World Values Survey (N = 42,113 from 45 countries) supports the multiple-role enhancement hypothesis.

Regina Herzfeldt, Center for Creative Leadership

William Gentry, Center for Creative Leadership

Submitted by Regina Herzfeldt, regina.herzfeldt@gmail.com


164-11 Helping in the Workplace: A Social Cognitive Perspective

Drawing from tenets of social cognitive theory, a 2-stage model of OCBs is proposed that can explain helping behavior both within and across individuals. Integral to the model are situational perceptions and cognitive-affective processing and the distinction between the decision to engage in OCBs and self-regulation of helping behaviors.

Julie Kalanick, Virginia Tech

Neil Hauenstein, Virginia Tech

Submitted by Julie Kalanick, juliek2@vt.edu

164-12 Dispositional Affect and Job Behaviors: A Meta-Analytic Investigation

Meta-analyses of 57 studies revealed that positive affectivity predicted task performance and OCBs, and negative affectivity predicted task performance, OCBs, CWBs, withdrawal behaviors, and safety performance. Additional analyses revealed that relationships varied across job type and that PA and NA predicted task performance beyond Neuroticism and Extraversion.

Seth Kaplan, George Mason University

Jill Bradley, Tulane University

Joseph Luchman, George Mason University

Douglas Haynes, George Mason University

Submitted by Seth Kaplan, skaplan1@gmu.edu

164-13 Promotions and Justice: A Model of Intraorganizational Mobility Channels

This study evaluated employees’ perceptions of promotions as either performance based (exceptional or reliable) or nonperformance based (luck/favoritism or race/sex). Promotional justice may be responsible for the relationship between the promotion mobility channels (except reliable performance) and job satisfaction, organizational commitment, turnover intentions, task performance, and organizational citizenship behaviors.

Heather Kchodl, Central Michigan University

Jennica Webster, Central Michigan University

Terry Beehr, Central Michigan University

Submitted by Heather Kchodl, kchod1hm@cmich.edu

164-14 Quality Call Monitoring:Theory Versus Reality in Performance Management

This paper explores call center quality monitoring practices: the theory vs. current industry practice. It presents a 2006 survey that captures the call monitoring practices of 438 companies across multiple industries. The survey findings are compared with design components that are critical to effective performance management.

Miriam Nelson, Aon Consulting

Clifford Jay, Aon Consulting

Submitted by Miriam Nelson, miriam_nelson@aon.com

164-15 OCB and Performance at the Group Level: A Meta-Analytic Review

This article meta-analytically reviews 25 independent samples (N = 2,004) to examine the relationship between organizational citizenship behavior and performance at the group level. Analyses suggest a positive overall relationship between OCB and performance (ρ = .33), as well as the presence of several moderators.

George Hrivnak, George Washington University

Megan Shaw,  George Washington University

Tjai Nielsen, George Washington University

Submitted by Tjai Nielsen, tnielsen@gwu.edu

164-16 Measuring Norms for Workplace Deviance and Citizenship Behavior

This research contributes to research on normative workplace deviance behavior (WDB) and organizational citizenship behavior (OCB). Data from 2 studies demonstrate that WDB and OCB norms in groups can be validly measured with group-referent scales, and that these constructs are empirically distinct from individuals’ reports of personal WDB and OCB.

Jane O'Reilly, Queen's University

Jana Raver, Queen's University

Submitted by Jane O’Reilly, joreilly@business.queensu.ca

164-17 Supervisory Performance Ratings: What Have We Been Measuring?

In an effort to examine the content-related validity and construct-related validity of supervisor performance rating instruments (i.e., dimensions) in the research literature, 315 measures from 289 articles were coded. Results revealed considerable variability across measures. Consistent with theory, most measures were multidimensional. Interpersonal competence was the most frequent dimension assessed.

Stephanie Payne, Texas A&M University

Margaret Horner, Texas A&M University

Saurabh Deshpande, Texas A&M University

Kevin Wynne, Texas A&M Univesity

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

164-18 Individual- and Organizational-Level Consequences of Organizational Citizenship Behaviors: A Meta-Analysis

This study provides a meta-analytic examination of the relationships between organizational citizenship behaviors (OCBs) and individual- and organizational-level outcomes. Results based on over 100 independent samples indicated that OCBs were related to individual-level performance appraisals, reward allocations, turnover, and absenteeism; and unit-level productivity, efficiency, profitability, customer satisfaction, and turnover.

Nathan Podsakoff, University of Florida

Steven Whiting, Georgia State University

Philip Podsakoff, Indiana University

Brian Blume, University of Michigan, Flint

Submitted by Nathan Podsakoff, podsakof@email.arizona.edu

164-19 Leader Influences on Training Transfer and Intervening Mechanisms

This paper examines the extent to which leaders influence followers’ training transfer, generalization, and maintenance of skills, and explore intervening mechanisms. Pretraining motivation is confirmed as a mediator, and outcome expectancy was tested as a moderator.

Anne Scaduto, Pennsylvania State University

Douglas Lindsay, Pennsylvania State University

Dan Chiaburu, Pennsylvania State University

Submitted by Anne Scaduto, azs105@psu.edu

164-20 A Performance Path Model: Workload, Schedule Satisfaction, and Stress Influences

This research studies how attitudinal perceptions of workload, work schedule satisfaction (WSS), and stress impact perceived performance. Results in 2 samples generally supported significant relationships between WSS, stress, and performance. Workplace efforts aimed at decreasing workload and increasing WSS may have valuable contributions to stress and performance.

Michael Smith, Kansas State University

Neena Gopalan, Kansas State University

Andrew Wefald, Kansas State University

Ronald Downey, Kansas State University

Dianne Whitney, Kansas State University

Submitted by Michael Smith, mrs5628@ksu.edu

164-21 Are All Good Soldiers Created Equal? Assessing OCB Motives

Alternative mechanisms beyond that of social exchange perceive OCB as being more proactive and functional (e.g., Finkelstein & Penner, 2004; Rioux & Penner, 2001). Applying Schwartz’s (1992) values theory and expanding on Rioux and Penner’s (2001) 3-dimensional OCB motives model, this study identified additional reasons for performing OCB.

Anna Tolentino, University of South Florida/Censeo

Russell Johnson, University of South Florida

Submitted by Anna Tolentino, anna.tolentino@gmail.com

164-22 “A” for Ability, “E” for Effort: Performance in Distance Education

The authors explored the joint effects of general mental ability and Conscientiousness (interpreted as a proxy of motivation) on academic performance in a distance education course. The results supported not only the main effect hypotheses but also indicated the presence of a significant interaction.

Kayo Sady, University of Houston

Emily David, University of Houston

Kori Callison, University of Houston

L. Witt, University of Houston

Submitted by L. Witt, witt@uh.edu

164-23 Impression Management by Association: Beware the Socially Unskilled

Effective impression management is critical for career mobility. The authors explored the moderating effect of social skill on the relationship between impression management by association and job performance ratings. Results indicated that for workers low in social skill, impression management by association was negatively related to supervisor performance ratings.

Evan Weinberger, University of Houston

L. Witt, University of Houston

Ari Malka, University of Houston

Emily David, University of Houston

Submitted by L. Witt, witt@uh.edu

164-24 The Relationship Between Coworkers’ Organizational Citizenship Behaviors and Employee’s Attitudes

This study examines (a) the relationships between coworkers’ organizational citizenship behaviors (COCB) and employee attitudes and (b) the moderating role of task interdependence and organizational politics on these relationships. The results showed the moderating roles of task interdependence and politics might be significant or not according to the OCBs type.

Wongun Goo, Korea Labor Institute

Seokhwa Yun, Seoul National University

Wonseok Choi, Seoul National University

Submitted by Seokhwa Yun, syun@snu.ac.kr

164-25 Perceptions of Social Influence Impact Coworker Attraction and Helping Behavior

The outcomes associated with successful vs. unsuccessful influence were examined. Perceptions of influence were manipulated experimentally. Liking for, and willingness to help, targets of influence were subsequently assessed. Successful influence resulted in higher liking and helping behavior than unsuccessful influence. Benefits of influence to coworker relationships are discussed.

Stefanie Bruno, Baruch College, CUNY

Kristin Sommer, Baruch College, CUNY

Martin Bourgeois, Florida Gulf Coast University

Lily Lai-Ying Lo, Baruch College, CUNY

Submitted by Stefanie Bruno, stefaniebruno1@aol.com

164-26 Perceived Instrumentality of an Intervention: How Important Is Metacognitive Feedback?

This paper investigated the extent that metacognitive feedback influences the relationship between perceived instrumentality and productivity improvement following an organizational intervention. Results show that with high levels of metacognitive feedback, even when perceived instrumentality is low, organizations will still realize significant improvements in productivity.

Carol Thornson, University of Central Florida

Keisha Wicks, University of Central Florida

Robert Pritchard, University of Central Florida

Submitted by Carol Thornson, cthornson@cfl.rr.com 

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

Reexamining Assessment Centers: Alternate Approaches

Despite their continued popularity, there is still much debate about what assessment centers (ACs) actually measure. This symposium answers recent calls to advance beyond traditional analytical approaches to examining ACs by bringing together presenters who incorporate alternative AC designs and analytical approaches to evaluate the psychometric soundness of ACs.

Brian J. Hoffman, The University of Georgia, Chair

Duncan Jackson, Massey University, Competency Measurement and Assessment Centers: A Multitrait–Multimyth?

Kyle E. Brink, Personnel Board of Jefferson County, Charles E. Lance, University of Georgia, Brian L. Bellenger, Personnel Board of Jefferson County AL, Ashley Morrison, University of Georgia, Elizabeth Scharlau, University of Georgia, Jeffrey L. Crenshaw, Personnel Board of Jefferson County, Discriminant Validity of a “Next Generation” Assessment Center

Mark C. Bowler, University of Tennessee, David J. Woehr, University of Tennessee, Evaluating Assessment Center Construct-Related Validity via Variance Partitioning
Brian J. Hoffman, The University of Georgia, Individual Difference Correlates of Assessment Center Dimension and Exercise Effects

Brian S Connelly, University of Minnesota, Deniz S. Ones, University of Minnesota, Interrater Unreliability in Assessment Center Ratings: A Meta-Analysis

Submitted by Brian Hoffman, hoffmanb@uga.edu

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

Does Age Really Matter? Generational Differences in the Workplace

Baby Boomers leave the workforce at higher rates than Millennials enter, creating a workforce shortage. Millennial preferences at different stages of the employee lifecycle are presented from 3 industries with topics including recruiting, generational differences in selection systems, work–life balance, and employee benefits. Implications on recruiting and retaining Millennials.

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

Anna M. Safran, HRMC, Selection Technology Solutions for the Millennial Generation

Laura Mastrangelo, Frito-Lay North America, Arlene P. Green, Frito-Lay, Inc, Millenial Preferences: From Applicants to Employees

Sarah Betterton, Walgreens, Are Boomer Benefits Benefiting Millennials? An Investigation Into Benefit Preferences

Submitted by Laura Mastrangelo, laura.a.mastrangelo@fritolay.com 

167. Roundtable Discussion/Conversation Hour: 2:00 PM–2:50 PM  
Continental 1

Maintaining Sound Science in Business: Strategies for Newly Minted I-Os

This conversation hour explores the issues new I-O psychologists face as they apply their graduate training in professional settings. Themes discussed include selling I-O to stakeholders, translating I-O principles into business terms, conducting research in applied settings, adapting to the hectic pace of business, and satisfying multiple stakeholders.

Starr L. Daniell, University of Georgia, Host

Holly S. Payne, DDI, Host

Craig R. Dawson, PreVisor, Inc., Host

Submitted by Starr Daniell, stdaniell@gmail.com 

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

Executive Committee Invited Session: I-O Psychology Practitioners–What Do They Want From the Profession?

The session will present the results of the practitioner needs study. The study will survey all SIOP members in an effort to understand the needs and interests of practitioners, and the critical practice issues that will shape our field in the future.

Robert F. Silzer, Human Resource Assessment & Development, Chair

Richard T. Cober, Marriott International, Chair 

169. Panel Discussion: 2:00 PM–2:50 PM  
Continental 9

Conducting Applied I-O Research: Pitfalls and Opportunities

This panel discussion highlights the challenges, opportunities, and pitfalls to conducting research in applied settings. Topics include obtaining stakeholder buy-in (e.g., unions, IRB, management, participants), data confidentiality concerns, multisite research, and publication of findings. Experienced panelists from academia, government, industry, and consulting will share actual experiences and practical strategies.

S. Morton McPhail, Valtera Corporation, Chair

Christiane Spitzmuller, University of Houston, Panelist

Richard G. Best, Lockheed Martin, Panelist

Sylvia J. Hysong, Michael E. DeBakey VA Medical Center, Panelist

Submitted by Christiane Spitzmueller, christiane.spitzmueller@mail.uh.edu 

170. Panel Discussion: 2:00 PM–2:50 PM  
Imperial B

Key Elements of Successful Applied Experiences During Master’s Level Training

This panel discussion will focus on critical issues regarding the applied experiences of students in master’s level training. Questions regarding such applied experiences as internships, consulting projects, and service learning will be considered by the panel in an effort to identify key factors related to success in such experiences.

Kenneth S. Shultz, California State University-San Bernardino, Chair

Gary A. Adams, University of Wisconsin-Oshkosh, Panelist

Rodney P. Freudenberg, Los Angeles County Office of Education, Panelist

Michael C. Helford, Roosevelt University, Panelist

Calvin C. Hoffman, LA County Sheriff’s Department, Panelist

Deborah Olson, Olson Consulting Associates, Panelist

David J. Whitney, California State University-Long Beach, Panelist

Submitted by Kenneth Shultz, kshultz@csusb.edu 

171. Symposium/Forum: 2:00 PM–2:50 PM  
Yosemite B

Promoters and Detractors: Customer Loyalty Research’s Influence on Employee Engagement

Customer loyalty research created the concept of promoters, individuals so loyal to a company’s products or brand they actively promote them to potential customers. Some companies are adapting this concept to employee engagement. This panel will explore the validity of the concept to the measurement of employee engagement.

Sarah R. Johnson, Genesee Survey Services, Chair

Sarah R. Johnson, Genesee Survey Services, What Is NPS and Why Should We Be Interested?

Kristin Chase, Universal Orlando, Making Sense of NPS, Guest Satisfaction, Engagement, and Loyalty

Paul Mastrangelo, Genesee Survey Services, NPS Metrics Applied Across Employee Surveys: Is It Worth Promoting?

Submitted by Sarah Johnson, sarah.johnson@gensurvey.com 

172. Roundtable Discussion/Conversation Hour: 3:30 PM–4:50 PM  
Continental 1

The Marginalized Workforce: How I-O Psychology Can Make a Difference

In this roundtable, we will engage academics and practitioners in a dialogue on the many workers who are outside the mainstream of organizational science and practice. We will discuss the challenges such workers face and the role our discipline can and should take in helping these individuals meet these challenges.

Douglas C. Maynard, SUNY New Paltz, Host

Bernardo M. Ferdman, Alliant International University, Host

Submitted by Douglas Maynard, maynardd@newpaltz.edu 

173. Panel Discussion: 3:30 PM–4:50 PM  
Continental 2

Perspectives of I-Os in Global Companies: Insights, Issues, and Challenges

A panel of experienced I-O psychologists from a diverse range of organizations will provide their insights on the impact of current globalization on employees, leaders, the practice of I-O psychology, and likely future roles for I-O psychologists in global organizations.

Lise M. Saari, IBM, Chair

Victoria Berger-Gross, Tiffany & Company, Panelist

Michele J. Gelfand, University of Maryland, Panelist

Jeffrey J. McHenry, Microsoft Corporation, Panelist

Karen B. Paul, 3M, Panelist

Mary Mannion Plunkett, BP plc, Panelist

Michael A. Stafford, Starbucks Coffee Company, Panelist

Submitted by Lise Saari, saari@us.ibm.com 



174. Special Events: 3:30 PM–4:50 PM  
Continental 3

Executive Committee Invited Session: Current Issues in I-O Practice

This session will address a number of issues related to the practice of I-O psychology, including the development of international test standards and research into the work of I-O practitioners. Come to hear about these and other practice issues and to share your thoughts.

Lois E. Tetrick, George Mason University, Chair

Judith S. Blanton, RHR International, Chair

Robert F. Silzer, Human Resource Assessment & Development, Chair

Eric D. Heggestad, University of North Carolina Charlotte, Chair

Gary P. Latham, University of Toronto, Chair

Nancy T. Tippins, Valtera, Chair



175. Symposium/Forum: 3:30 PM–4:50 PM  
Continental 4

High-Quality Work Relationships: Integrating Streams and Charting New Waters

This symposium aims to unify research on various types of work relationships by framing these relationships as exemplars of a broader category–high-quality work relationships. The symposium advances understanding of high-quality work relationships by exploring how such relationships develop, what functions they serve, and what outcomes they stimulate.

Radostina Purvanova, University of Minnesota, Chair

Amy Colbert, University of Iowa, Chair

Lillian T. Eby, University of Georgia, Tammy D. Allen, University of South Florida, Lisa Baranik, University of Georgia, Sarah C. Evans, University of Georgia, Brian Roote, University of Georgia, Thomas Ng, University of Georgia, A Multidisciplinary Meta-Analysis of the Mentoring Received–Outcome Relationship

Adam Grant, Kenan-Flagler Business School, UNC, Are Relationships With Beneficiaries Always Beneficial: Moderating Effects of Personality

Jamie S. Donsbach, Group for Organizational Effectiveness, Linda R. Shanock, University of North Carolina at Charlotte, A Multilevel Look at Supervisor Support and Positive Subordinate Outcomes

Amy Colbert, University of Iowa, Joyce E. Bono, University of Minnesota, Radostina Purvanova, University of Minnesota, Functions of High-Quality Work Relationships

Belle Rose Ragins, University of Wisconsin-Milwaukee, Discussant

Submitted by Radostina Purvanova, purva002@umn.edu



176. Panel Discussion: 3:30 PM–4:50 PM  
Continental 5

What Companies Are Really Doing About the Generation Gap

Myths abound regarding how generational cohorts differ in organizations, and these myths contribute to how generational differences are dealt with in those organizations. This forum will focus on discussing what organizations are actually doing to successfully attract, retain, develop, manage, and lead employees of all generations.

Jennifer J. Deal, Center for Creative Leadership, Chair

Maura A. Stevenson, Starbucks Coffee Co., Panelist

Angela K. Pratt, Procter & Gamble, Panelist

Kristin Boyle, UPS, Panelist

Jeff Harper, THQ, Inc, Panelist

Submitted by Jennifer Deal, dealj@leaders.ccl.org



177. Symposium/Forum: 3:30 PM–4:20 PM  
Continental 6

Holistic Approaches to Leadership Research

Empirical leadership research frequently examines relations among discrete leader behaviors (e.g., charisma), and relevant outcomes (e.g., subordinate performance). Although informative, such work is unable to illuminate how various leader behaviors dynamically interact. Thus, the papers in the symposium adopt holistic, “leader-oriented” methodologies that allow such interactions to be directly investigated.

Roseanne J. Foti, Virginia Tech, Chair

Roseanne J. Foti, Virginia Tech, Stephen J. Zaccaro, George Mason University, Patterns and Variables: Seeking Understanding

Patrick Gavan O’Shea, Human Resources Research Organization, Peter J. Bycio, Xavier University, Using Patterns to Understand the Dynamics of Leader Behavior

Michael D. Mumford, University of Oklahoma, Charisma, Ideology, and Pragmatism: The Alternative Styles of Outstanding Leadership

Paul J. Hanges, University of Maryland, Discussant

Submitted by Patrick O’Shea, goshea@humrro.org



178. Symposium/Forum: 3:30 PM–5:20 PM  
Continental 7

Explanatory Mechanisms Linking Positive Work Experiences to Behavior and Well-Being

Subjective real-time experiences of employees’ work environments affect their performance-related behavior and well-being. This symposium features 4 empirical pieces that explore affective (positive emotions), cognitive (reflection), and social mechanisms (interpersonal capitalization) by which positive work experiences influence voluntary work behavior (e.g., proactivity, individual innovation) and multiple indices of employee well-being.

Remus Ilies, Michigan State University, Chair

Jessica Fandre, Michigan State University, Chair

Sharon Parker, University of Sheffield, Catherine Collins, University of Sheffield, Adam Grant, Kenan-Flagler Business School, UNC, The Role of Positive Affect in Making Things Happen

Carmen Binnewies, University of Konstanz, Sabine Sonnentag, University of Konstanz, Eva Mojza, University of Konstanz, Positive and Negative Work Reflection and Relations to Job Performance

Lauren Simon, University of Florida, Timothy A. Judge, University of Florida, Amir Erez, University of Florida, Capitalizing on Positive Work Events: Effects on Mood and Satisfaction

Jessica Fandre, Michigan State University, Remus Ilies, Michigan State University, Work–Family Interpersonal Capitalization on Positive Work Events and Employee Well-Being

Alicia A. Grandey, Pennsylvania State University, Discussant

Submitted by Jessica Fandre, fandreje@msu.edu



179. Symposium/Forum: 3:30 PM–4:50 PM  
Continental 8

Leadership Development That Works: Keys to Realizing Objectives

This session examines global leadership development practices to identify what kinds of activities work best and how initiatives succeed and fail. Two organizations’ leadership development programs, created for very different purposes, illustrate the principles of successful program execution, from initial communications to measuring the resulting impact.

Ann Howard, Development Dimensions International, Chair

Ann Howard, Development Dimensions International, Leadership Development on a Global Scale: What Works, What Doesn’t

Pat Jannausch, Con-way, Inc., Growing the Next Generation of Leaders at Con-Way

Katy Caschera, Chrysler Holdings, LLC, Driving Engagement Through Innovative Leadership Development at Chrysler

Kimberly R. Brossoit, Development Dimensions International, Jazmine Espejo, Development Dimensions International, Inc., Installation Versus Realization: Maximizing the Impact of Leadership Development

Submitted by Ann Howard, ann.howard@ddiworld.com



180. Symposium/Forum: 3:30 PM–4:50 PM  
Continental 9

Creating a Culture of Work-Life Flexibility

As today’s labor market places increasing pressures on the war for talent, this symposium addresses one strategy–work life flexibility–and its role in attracting and retaining talent. The symposium also considers the implications for changing a business culture to a flexible work environment, including challenges and successes.

Jolene L. Skinner, Dell, Inc., Chair

Karen Noble, WFD Consulting , Rolando Balli, Dell, Inc., MyLife™: Dell’s Work Life Flexibility Culture Change

Rick Heinick, The BOLD Initiative, Rolando Balli, Dell, Inc., The BOLD Initiative at Dell: The Business Case for Flexibility

Joanne McInnerney, Ohio Savings Bank, The AmTrust “Revolve” Initiative

Submitted by Jolene Skinner, jolene_skinner@dell.com



181. Interactive Posters: 3:30 PM–4:20 PM  
Executive Board Room

China: Where is Richard Nixon When We Need Him?

Jane Yang, City University of Hong Kong, Facilitator



181-1 What Matters to the CSR Perception of CEOs in China?

In this conceptual paper, a model is built of how various configurations of corporate ownership, board composition, and CEOs’ social networks may be associated with CEOs’ perceptions of corporate social responsibility in China. Implications for policy makers, researchers, and managers are discussed.

Dong Liu, University of Washington at Seattle 

Submitted by Dong Liu, dongliu@u.washington.edu

181-2 Effects of Protestant Work Ethic and Confucian Values

This study examined the extent to which Western Protestant Work Ethic (PWE) and Eastern Confucian values would influence employee job satisfaction and organizational commitment in Singapore. The findings suggest that these 2 values are distinct and showed support for the cross-cultural validity of PWE and cultural specificity of Confucian values.

Jason Huang, Michigan State University

Frederick Leong, Michigan State University

Submitted by Frederick Leong, fleong@msu.edu

181-3 Tacit Knowledge for Business Management and Its Validity in China

This study examined the construct of tacit knowledge for business managers in China. Confirmatory factor analysis supported a hierarchical model of tacit knowledge based on managing oneself, managing others, and managing tasks. Path analysis and hierarchical regression analysis supported a positive relationship between managers’ tacit knowledge and their job performance.

Huiwen Lian, University of Waterloo

Xu Lian, Beijing Insight Management Consulting Co., Ltd

Hongsheng Che, Beijing Normal University

Lance Ferris, University of Waterloo

Submitted by Huiwen Lian, lianhuiwen@gmail.com

181-4 Newcomers’ Socialization in China: Relationship and Open Conflict Values

Middle managers newly recruited in China were randomly assigned to organizations that value relationship and open discussion, compared to not valuing and avoiding, developed cooperative goals and relationships and were more effectively socialized. Embracing the values of relationships and open discussion organizations may help
socialize newcomers.

Dean Tjosvold, Lingnan University, Hong Kong

Submitted by Dean Tjosvold, tjosvold@ln.edu.hk



182. Panel Discussion: 3:30 PM–4:20 PM  
Franciscan A

Contrasting I-O Professionals’ Experience as Internal Staff and External Consultants

Panelists include seasoned I-O psychology professionals with experience both as internal staff and external consultants. Discussion will include advantages and challenges in each role, establishing credibility, gaining access to executives, choosing career paths, and ensuring successful transitions to either side of the “fence.” Audience participation will be encouraged.

Sara Weiner, Kenexa, Chair

Jerry Halamaj, Citi, Panelist

Sarah R. Johnson, Genesee Survey Services, Panelist

Lisa Sandora, Kenexa, Panelist

Robert A. Schmieder, Microsoft, Panelist

Submitted by Sara Weiner, Sara.Weiner@Kenexa.com



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

Content Analysis in Leadership Research: Advantages and Practical Considerations

Content analysis provides unique advantages for understanding leadership phenomena. Yet, this approach is underutilized. This symposium describes several content analysis-based research studies, covering a wide range of leadership topics, to illustrate advantages and challenges associated with this methodology. Presenters also provide practical advice/instructions concerning how to perform content analysis-based techniques.

Karin A. Orvis, Old Dominion University, Chair

Gabrielle Wood, Christopher Newport University, Chair

Daniel S. Whitman, Florida International University, Christian J. Resick, Florida International University, Steven Weingarden, Thinking Ahead LLC, Jeffrey P. Thomas, Florida International University, Facets of Extraversion and Transformational Leadership: A Historiometric Analysis

Vivek Khare, GMU, Kristin Olson, George Mason University, Johnathan Nelson, George Mason University, Lisa Gulick, George Mason University, Gabrielle Wood, Christopher Newport University, Leadership Philosophies: A Qualitative Approach to Understanding Leadership

Karin A. Orvis, Old Dominion University, A Content Analysis-Based Approach to Understanding Leader Self-Development

Nathan Hartman, John Carroll University, Thomas Conklin, John Carroll University, Listening, Themeing, and Likerting: Analysis of a Leadership Speaker Series

Cynthia D. McCauley, Center for Creative Leadership, Discussant

Submitted by Gabrielle Wood, gmwood1@gmail.com



184. Panel Discussion: 3:30 PM–4:50 PM  
Franciscan C

Look Before You Leap: Effective Strategies for Successful Career Transitions

Nearly all I-O professionals consider transitioning into a completely different type of job or organization. Major career change can be dramatic, and there are few guidelines for achieving success once in the new career. This session will review effective strategies for a successful career transition in I-O psychology.

Greg A. Barnett, Kenexa, Chair

Rob R. Edwards, Kenexa, Panelist

Eddie L. Jerden, Development Dimensions International, Panelist

Michael J. Najar, CITGO Petroleum, Panelist

Sharon L. Wagner, Genentech, Inc, Panelist

Adam Ortiz, Executive Development Consulting, Panelist

Submitted by Greg Barnett, Greg.Barnett@kenexa.com



185. Panel Discussion: 3:30 PM–5:20 PM  
Grand Ballroom A

International Perspectives on the Legal Environment for Selection

As the field of I-O psychology continues to become more internationalized, a better understanding of the social and legal environments in other countries is needed. This panel consists of panelists representing 12 countries to discuss the similarities and differences in a number of pressing selection issues.

Paul R. Sackett, University of Minnesota, Chair

Winny Shen, University of Minnesota, Chair

Neil R. Anderson, University of Amsterdam, Panelist

Peter Bamberger, Technion-Israel Institute of Technology, Panelist

Mark Cook, University of Wales, Swansea, Panelist

Steven F. Cronshaw, University of Guelph, Panelist

Andreas Frintrup, HR Diagnostics, Panelist

Cornelius J. Koenig, University of Zurich, Panelist

Hennie J. Kriek, SHL and University of South Africa, Panelist

Brett R. Myors, Griffith University, Panelist

Ioannis Nikolaou, Athens University of Economics & Business, Panelist

Handan K. Sinangil, Marmara University, Panelist

Dirk D. Steiner, Université de Nice-Sophia Antipolis, Panelist

Submitted by Paul Sackett, psackett@umn.edu



186. Poster Session: 3:30 PM–4:20 PM  
Grand Ballroom B

Job Attitudes/Organizational Change


186-1 Affective Versus Normative Commitment to Organization, Supervisor, and Coworkers

Two studies investigated the usefulness of distinguishing among affective and normative commitment to the organization, supervisor, and coworkers. Study 1 supported the factorial distinction and differential relationships to various antecedent variables. Study 2 partially supported the moderating influence of collectivistic values on the relationship between commitment foci and employee outcomes.

S. Arzu Wasti, Sabanci University

Ozge Can, Sabanci University

Submitted by Mahmut Bayazit, mbayazit@sabanciuniv.edu

186-2 Helping Organisations Retain Their Employees: Cultural Differences in Employee Engagement

This study investigated cross-cultural differences in employee engagement in Europe, Asia, the U.S.A. and Latin America. Consistency was found across cultures, in which factors influence job and organization engagement. Cultural differences were observed in levels of engagement and in how employees perceive factors that influence their engagement.

Joanna Moutafi, Kenexa

Xenia Bendit, Kenexa

Nick Thompson, Kenexa

Sean Keeley, Kenexa

Ian Newcombe, Kenexa

Submitted by Joanna Moutafi, jmoutafi@hotmail.com

186-3 Procedural Justice and Turnover Intentions: Mediating Effects of Job Characteristics

This study tested a model examining the mediating role of perceived job characteristics on the relationship between procedural justice and turnover intentions. Results of a longitudinal field study support a fully mediated model. This model remained significant even when controlling for negative affectivity. Implications for research and practice are discussed.

Andrew Li, University of Arizona

Jessica Bagger, California State University, Sacramento

Submitted by Jessica Bagger, baggerj@csus.edu

186-4 Employee Engagement: Organizational and Individual Influences

Right Management measured employee engagement for 16,000+ employees. It was hypothesized that employee engagement would increase with job level and would be higher for women. Hypotheses were supported and effects were strongest for top levels. This approach is more actionable in making modifications and improvements to jobs.

Dave Allen, Right Management Consultants

Andrew Wefald, Kansas State University

Ronald Downey, Kansas State University

Submitted by Dave Allen, dave.allen@right.com

186-5 Eroding Job Satisfaction One Bad Meeting at a Time

Despite the importance of meetings, little work has examined how meetings impact employees. Two seperate surveys were administered to examine employee meeting satisfaction as it related to their job satisfaction. Satisfaction with meetings predicted job satisfaction after controlling for individual difference variables, job satisfaction facets, and related constructs.

Steven Rogelberg, University of North Carolina-Charlotte

Joseph Allen, University of North Carolina-Charlotte

Clifton Scott, University of North Carolina-Charlotte

Marissa Shuffler, University of North Carolina-Charlotte

Linda Shanock, University of North Carolina-Charlotte

Submitted by Joseph Allen, jalle114@uncc.edu

186-6 Does Demographic Item Nonresponse Cause Biased Results in Employee Surveys?

Do persons who skip demographic items in employee surveys differ from other persons? The results of 2 employee surveys show that the attitudes of demographic nonrespondents are more negative, as predicted. Hence, survey reports focusing on subgroups of the organization tend to be overly positive.

Ingwer Borg, ZUMA

Miriam K. Baumgaertner, ZUMA

Submitted by Miriam Baumgaertner, miriambaumgaertner@yahoo.de

186-7 Get Engaged: A Study of Employee Engagement and Attrition

This study examines the relationship between employee engagement (EE) and attrition. This study is one of the first to examine the influence of EE on an outcome variable like turnover. A negative relationship was found between EE and attrition.

Sarah Strang, University of Georgia

Natalie Bourgeois, Independent Consultant

Haitham Khoury, University of South Florida

Submitted by Natalie Bourgeois, nbourg6@lsu.edu

186-8 The Job Satisfaction-Dissatisfaction Distinction: Examining Artifacts And Utility

The job satisfaction–dissatisfaction distinction was examined using data from 3 samples and 2 measures of job attitudes. CFA and IRT analyses suggest a 2-factor solution for examined facets of job satisfaction. Satisfaction and dissatisfaction also exhibited differential relationships with a number of external variables including dispositions and behaviors.

Marcus Crede, Fairleigh Dickinson University

Oleksandr Chernyshenko, University of Canterbury

Submitted by Marcus Crede, mcrede@albany.edu

186-9 Applicability of Social-Cognitive and Demands-Control Theories to Employee Engagement

Using a multinational sample, it was found that leadership climate and collective empowerment directly related to employee engagement. Quality focus and workload also were positively related to employee engagement. Group climate variables intensified the relationship between individual employee perceptions of their workplace and engagement.

Gabriel De La Rosa, Bowling Green State University

Submitted by Gabriel De La Rosa, gdela@bgsu.edu

186-10 “Flow”: State or Trait?

This study aimed at determining whether “flow” was a state or trait construct. An experience sampling method was used to track 40 architectural students over a 10-week period while they engaged in studio work. Results indicated that variance in flow was predominantly within individual (74%) compared to between individual.

Disha Rupayana, Kansas State University

Clive Fullagar, Kansas State University

E. Kevin Kelloway, St. Mary's University

Submitted by Clive Fullagar, fullagar@ksu.edu

186-11 When Does Affect Relate to Performance Appraisal Reactions?

Based on the affect infusion model (Forgas & George, 2001), this study examined the relationship between affect and employee reactions to performance appraisals. It also examined the influence of situational constraints on these relationships. Data showed that the relationship between affect and some PA outcomes depended on perceived constraints.

Margaret Horner, Texas A&M University

Allison Cook, Texas A&M University

Stephanie Payne, Texas A&M University

Submitted by Margaret Horner, meg_horner@tamu.edu

186-12 Convergent and Discriminant Validity of Employee Engagement

This study expands research on employee engagement by employing structural equation modeling (SEM) to explore its convergent and discriminant validity using the Utrecht Work Engagement Scale (UWES). The relationship among employee engagement, job satisfaction, organizational commitment, job involvement, and turnover intentions was tested.

Claura Louison, Alliant International University

Submitted by Claura Louison, clauralouison@excite.com

186-13 Commitment Across Domains: Attachment Style Predicts Organizational Commitment

To highlight individual differences that predict organizational commitment, this exploratory study examined conceptually parallel commitment models by determining how organizational commitment and relationship commitment correlate with one another, attachment style, and locus of control. Data collected from 171 working adults yield several noteworthy associations and suggest future directions of inquiry.

Brian McMahon, Georgia Institute of Technology

Submitted by Brian McMahon, brian.mcmahon@gatech.edu

186-14 Consider the Source: An Investigation of Psychological Contract Formation

Study investigated psychological contracts of students in a psychology department experiment participation program. Results indicated students formed psychological contracts surrounding the department–participant relationship that included information from nondepartmental sources. Moreover, students sometimes made mistakes identifying the source of obligations; however, mistakes did not lead to psychological contract violations.

Kristen More, Ohio University

Jeffrey Vancouver, Ohio University

Submitted by Kristen More, km143903@ohio.edu

186-15 Organizational Commitment in Ukraine: Construct Validation and Interactions Among Components

This study examined the dimensionality of organizational commitment in Ukraine and interactions among its components in predicting turnover intentions and employee well-being. Results supported the 3-factor structure of organizational commitment and demonstrated that the “context” of the commitment profile can alter the relationships between individual components and other variables.

Natalya Parfyonova, The University of Western Ontario

John P. Meyer, The University of Western Ontario

Submitted by Natalya Parfyonova, nparfyon@uwo.ca

186-16 Cross-Cultural Predictors of Job Satisfaction: A 22-Country Empirical Examination

This paper examined job level, opportunities for training, and safety as predictors of job satisfaction with 10,553 respondents from 22 countries. Collectivism and power distance were examined as moderators of these relationships. Results indicated that the training and job satisfaction relationship was significantly stronger for employees in individualistic versus collectivistic countries.

Devon Riester, DePaul University

Suzanne Bell, DePaul University

Steven Allscheid, Stanard & Associates, Inc

Submitted by Devon Riester, driester@depaul.edu

186-17 Increasing Satisfaction With Communication: Face-to-Face or E-mail Interactions With Supervisors

In a university with a branch campus system, main campus employees who interacted face-to-face with their supervisors had higher levels of satisfaction with communication than regional campus employees. Increased e-mail usage, in general, increased satisfaction with communication but not for those on the regional campuses who interacted primarily through e-mail.

Aysar Sussan, University of Central Florida

Patrick Rosopa, Clemson University

Christina Frederick-Recascino Embry-Riddle Aeronautical University

Anthony Recascino University of Central Florida

Submitted by Patrick Rosopa, prosopa@clemson.edu

186-18 Employee Satisfaction With Benefits: An Unexplored Path to Performance

In this study of 160 assisted living center employees and their supervisors, a significant, positive relationship was found between satisfaction with how the benefit system was administered and supervisor rated performance through affective commitment. This finding suggests a previously unexplored and potentially very significant path to employee performance.

Bret Simmons, University of Nevada, Reno

Laura Little, Oklahoma State University

Debra Nelson, Oklahoma State University

James Westerman, Appalachian State University

Submitted by Bret Simmons, simmonsb@unr.edu

186-19 Organizational Attitudes: Social Influence of Friends and Leaders

Using a social network-based model of social influence, this study found that an individual’s identification and perceived fit with their organization are subject to social influence effects on the parts of friends and emergent leaders. Of the 2 networks, friendship appeared to play the more prominent role.

Andrew Slaughter, Texas A&M University

Janie Yu, Texas A&M University

Submitted by Andrew Slaughter, bratslavia@hotmail.com

186-20 There Is a Right Time for Everything

Using weekly surveys, this study examined work engagement and psychological detachment from work during off-job time as predictors of affect. Hierarchical linear modelling (N = 159 employees) showed that engagement at work and detachment from work during after-work hours predicted favorable affective states at the end of the working week.

Sabine Sonnentag, University of Konstanz

Eva Mojza, University of Konstanz

Carmen Binnewies, University of Konstanz

Annika Scholl, University of Konstanz

Submitted by Sabine Sonnentag, sabine.sonnentag@uni-konstanz.de

186-21 Consequences of Changes in Newcomers’ Psychological Contracts

This longitudinal study examines the consequences of changes in newcomers’ psychological contracts on their attitudes. Data were collected from newcomers to a medium size service organization. The results showed that the relationship between changes in relational obligations from T1 to T2 and job satisfaction and affective commitment were inverted U-shaped.

Amanuel Tekleab, Wayne State University

Matthew First, Central Michigan University

Submitted by Amanuel Tekleab, atekleab@wayne.edu

186-22 Predictors of Perceptions of Organizational Politics: A Meta-Analytic Review

A meta-analysis was conducted to examine predictors of politics perceptions, including individual characteristics, perceptions of the organization, job and organization design, and interpersonal relations. Forty-six studies yielding 56 independent samples were examined. Moderators, such as type of politics measured, demographic context, and national context, were examined as moderators.

Stephen Wagner, Central Michigan University

Yuri Vertkin, Central Michigan University

Kirsten Gobeski, Central Michigan University

Submitted by Stephen Wagner, wagne1sw@cmich.edu

186-23 A Model of Antecedents and Consequences of Employee Off-the-Job Interactions

This paper investigated possible antecedents and consequences of employee participation in off-the-job interactions. Specifically, it proposed a partially mediated model to fit the data the best. It was found that LMX fully mediated the relationship between OJI and satisfaction, whereas LMX partially mediated the relationship between OJI and OCB.

Mary Taylor, St. Cloud State University

Daren Protolipac, St. Cloud State University

Submitted by Mary Wald, wama0601@stcloudstate.edu

186-24 Effects of Politics, Emotional Stability, and LMX on Job Dedication

The authors examined the combined effects of organizational politics and Emotional Stability on the relationship between leader–member exchange (LMX) and job dedication. Results indicated that they moderated the LMX–job dedication relationship. The relationship was strongest among workers low in Emotional Stability and reporting low levels of organizational politics.

Robert Stewart, University of Houston

 Altovise Rogers, University of Houston

L. Witt, University of Houston

Submitted by L. Witt, witt@uh.edu

186-25 An Empirical Integration of Psychological Contracts and Perceived Organizational Support

This research extends recent theoretical integration of psychological contracts and perceived organizational support (POS) by examining the relations among these concepts and perceptions of contract type (relational/ transactional). In a field study involving 226 employees, POS mediates the relations between perceptions of employer obligations and contract type.

Mardi Witzel, Wilfrid Laurier University

Samantha Montes, University of Toronto

Greg Irving, Wilfrid Laurier University

Submitted by Mardi Witzel, witz3120@wlu.ca

186-26 Self-Esteem, Job Complexity, and Job Satisfaction: Latent Growth Models

This paper examined intraindividual changes in job complexity and job satisfaction using 12-wave longitudinal data. Results indicate positive trajectories in job complexity and satisfaction. Change in job complexity mediates the relationship between self-esteem and change in satisfaction. Self-esteem moderates the positive effect of job complexity on satisfaction at each time points.

Zhen Zhang, University of Minnesota

Amit Kramer, University of Minnesota

Submitted by Zhen Zhang, zzhang@csom.umn.edu

186-27 In Search of the Antecedents to Organizational Change

Using a sample of 142 food services employees, this study demonstrated that planned change, input into the change process, and frequency of change differentially related to the 3 components of commitment to organizational change. Uncertainty mediated some of the relationships with normative and continuance commitment to change.

Allison Cook, Texas A&M University

Margaret Horner, Texas A&M University

Stephanie Payne, Texas A&M University

Submitted by Allison Cook, allisonlcook@gmail.com

186-28 Effect of Stages of Change on Reactions to Organizational Change

Reactions to change were examined through the lens of the stages identified by the transtheoretical model of change. Responses were gathered from investigative officers in the Chilean Investigative Police, which was undergoing a significant change. The results supported the hypothesized relationships among stage of change, commitment, affect, and change schema.

Miguel Quinones, Southern Methodist University

David Huepe, Pontificia Universidad Catolica de Chile

Submitted by Miguel Quinones, quinones@cox.smu.edu

186-29 The Relationship Between Empowerment and Productivity Gain

The relationship between empowerment and productivity gain following a productivity intervention was investigated. Perceived influence and expectations of success were expected to moderate this relationship. Although there was no evidence of a direct relationship between empowerment and productivity gain, results provided support for the moderation effects. Practical implications are discussed.

Natalie Wright, University of Central Florida

Robert Pritchard, University of Central Florida

Submitted by Natalie Wright, newright@gmail.com

186-30 Does Work Engagement Increase During a Short Respite?

This study examined how a short respite from work and job involvement contributed to work engagement. Results showed that recovery and high job involvement were beneficial for the increase of work engagement after a respite, although high job involvement seemed to hamper recovery experiences during off-job time.

Jana Kühnel, University of Konstanz

Sabine Sonnentag, University of Konstanz

Mina Westman, Tel Aviv University

Submitted by Jana Kühnel, jana.kuehnel@uni-konstanz.de



187. Panel Discussion: 3:30 PM–4:50 PM  
Imperial A

Reviewing the Reviewers: Editors’ Reflections on Reviewer Comments

Editors of I-O psychology journals depend heavily on the content (if not the consensus) of peer review to make decisions about the fate of manuscript submissions. Thus, the quality of peer review is of utmost importance. Panelists with recent editorial experience discuss the content and process of peer review.

Frederick L. Oswald, Michigan State University, Chair

Jose M. Cortina, George Mason University, Panelist

Jeffrey R. Edwards, University of North Carolina, Panelist

John R. Hollenbeck, Michigan State University, Panelist

Jeff W. Johnson, Personnel Decisions Research Institutes, Panelist

Submitted by Frederick Oswald, foswald@msu.edu



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

Development of a Multi-Agency Certification System for DoD Adjudicators

The papers in this symposium describe an effort to develop a certification system for adjudicators across 7 different Department of Defense agencies. Researchers discuss a training gaps analysis, 3 separate measures developed to assess declarative and procedural knowledge, and the challenges of creating a certification system for multiple agencies.

Michael J. Cullen, Personnel Decisions Research Institutes, Chair

Joanne C. Marshall-Mies, Swan Research, Inc., Amy Turner, Swan Research, Lynn Fischer, Defense Personnel Security Research Center, Michael J. Bosshardt, Personnel Decisions Research Institutes, DoD Adjudicator Training Program Assessment

Michael J. Cullen, Personnel Decisions Research Institutes, Michael J. Bosshardt, Personnel Decisions Research Inst, Development of a Certification Process for DoD Personnel Security Adjudicators

Lynn Fischer, Defense Personnel Security Research Center, Implementation of Professional Certification in a Multi-Agency Context

Submitted by Michael Cullen, michael.cullen@pdri.com



189. Symposium/Forum: 3:30 PM–4:50 PM  
Yosemite A

Feedback Environment and Feedback Seeking: The Role of the Trusted Supervisor

We present 4 papers that expand on the extent literature in the domain of feedback seeking and the feedback environment. We explore attributes and actions of supervisors and their subsequent effects on these 2 constructs, as well as outcomes of the feedback environment.

Paul E. Levy, University of Akron, Chair

Jane Brodie Gregory, University of Akron, Chair

Jane Brodie Gregory, University of Akron, Paul E. Levy, University of Akron, Supervisor Feedback Orientation: Its Effect on the Feedback Environment

Frederik Anseel, Ghent University, Don VandeWalle, Southern Methodist University, Supportive Feedback Environments: The Role of Supervisors’ Implicit Person Theories

Jocelyn M. Courtney, Indiana University-Purdue University Indiana, Jane Williams, Indiana University-Purdue University Indiana, The Effects of Trust on Feedback-Seeking Behaviors

Julie A. Schilligo, NASA-KSC/Florida Institute of Technology, Lisa A. Steelman, Florida Institute of Technology, The Relationship Between the Feedback Environment and Knowledge Management

James L. Farr, Pennsylvania State University, Discussant

Submitted by Jane Brodie Gregory, janebgregory@yahoo.com



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

Global and Multilingual Assessments: Examination of Field Selection Data

Interest in global, multilingual tests has become more important as our talent management focus goes global and U.S. immigration impacts our workforce demographics. This symposium will present field assessment research on cross-cultural and multilingual test implementations evaluating validation, equivalency, and group difference findings.

Nathan J. Mondragon, Taleo, Chair

Monica A. Hemingway, Starwood Hotels & Resorts, Using One Selection Test Worldwide: Does it Really Work?

Nathan J. Mondragon, Taleo, Christine Murphy, Taleo, Same Test, Same Company, Same Job, Different Language

Corinne D. Mason, Development Dimensions International, Joseph A. Jones, Development Dimensions International, Experiences in Global Selection Process Implementation

Donald R. Scott, Development Dimensions International, Douglas E. Haaland, Development Dimensions International, Arlene P. Green, Frito-Lay, Inc, English Reading Proficiency: Impact on Test Performance and Group Differences

Submitted by Nathan Mondragon, nmondragon@taleo.com



191. Symposium/Forum: 3:30 PM–4:50 PM  
Yosemite C

Unveiling the Intangible: Use of Social Network Analysis in Organizations

Today’s high performing companies are realizing the value of social capital—the connection amongst individuals—to drive organizational success. Social network analysis (SNA) examines these connections, and this symposium will share how SNA can be used to enhance 3 levels of organizational performance: individual, team, and organization.

Christopher T. Rotolo, Behavioral Insights, LLC, Chair

Michael Crespo, Columbia University Teachers College, Tuan Ch’ng, IBM, Social Network Analysis at the Individual Performance Level

Christopher T. Rotolo, Behavioral Insights, LLC, Tuan Ch’ng, IBM, Jenna Case-Lee, Andersen Consultant, Using Social Network Analysis to Improve Team Performance

Kate Ehrlich, IBM, Inga Carboni, College of William and Mary, Tiziana Casciaro, University of Toronto, Christopher T. Rotolo, Behavioral Insights, LLC, Using SNA to Drive Business Results in a Distributed Environment

Submitted by Christopher Rotolo, chris@behavioralinsights.com



192. Panel Discussion: 4:30 PM–5:50 PM  
Continental 6

When I-O Isn’t *Officially* Your Job

I-O offers a range of career options, but I-O-degreed individuals sometimes take less traditional routes—jobs not directly related to I-O consulting, teaching, research. Panelists will share experiences in nontraditional roles, influences leading to their choices, and associated challenges (e.g., retaining I-O identity), benefits, and trade offs.

Stephanie R. Klein, PreVisor, Chair

Stephen Cerrone, Sara Lee Corporation, Panelist

Michelle Paul Heelan, Heelan Growth Systems, Panelist

Ken Lahti, PreVisor, Panelist

Frank L. Schmidt, University of Iowa, Panelist

Jay H. Steffensmeier, Zachry Construction Corporation, Panelist

Submitted by Stephanie Klein, sklein@previsor.com



193. Interactive Posters: 3:30 PM–4:20 PM  
Executive Board Room

This Isn’t Your Father’s Recruiting System

Brian Dineen, University of Kentucky, Facilitator



193-1 Internet Recruiting: Effects of Web site Features on Organizational Culture Perceptions

This study examined the effects of “careers” Web site features (pictures, testimonials, policies, and awards won) on people’s perceptions of 9 organizational culture attributes. Results indicated that these features were effective in conveying culture. As 1 example, pictures and testimonials strongly depicted the diversity, attention to detail, supportiveness, and team-orientation culture attributes.

Phillip Braddy, The Center for Creative Leadership

Adam Meade, North Carolina State University

Joan Michael, North Carolina State University

John Fleenor, Center for Creative Leadership

Submitted by Phillip Braddy, braddyp@leaders.ccl.org

193-2 Applicant Perceptions of Recruitment Sources: A Cross-Cultural Comparison

Data were gathered from 3 different countries, Romania, the U.S., and Switzerland, to determine whether there are cultural differences concerning perceptions of various recruitment sources (e.g., Internet-based, networking). Country differences were found, but cultural values did not explain differences among the ratings.

Michael Harris, University of Missouri-St. Louis

Haim Mano, University of Missouri-St. Louis

Dan Ispas, University of South Florida

Submitted by Michael Harris, mharris@umsl.edu

193-3 Recruitment Information Sources, the Theory of Planned Behavior and Job Pursuit

Using the theory of planned behavior (TPB), the paper examined the effects of different recruitment-related information sources on the job pursuit of highly educated graduates. Results supported the TPB-relationships. Recruitment advertising, but not on-campus presence, related positively to job pursuit intention. Negative word-of-mouth and publicity influenced job pursuit attitude and subjective norm.

Yasmina Jaidi, ESCP-EAP European School of Management/ Paris II University

Edwin Van Hooft, Erasmus University Rotterdam

Submitted by Yasmina Jaidi, yjaidi@gmail.com

193-4 Recruiting on Corporate Web Sites: Perceptions of Fit and Attraction

Job seekers (N = 120) examined 1 of 3 corporate Web sites and completed questionnaires about their perceptions of the Web site and the organization. Perceptions of Web site usability were positively related to organizational attraction. Subjective person–organization fit mediated the relationship between Web site usability and organizational attraction.

Brigitte Pfeiffelmann, Central Michigan University

Stephen Wagner, Central Michigan University

Terry Libkuman, Central Michigan University

Submitted by Stephen Wagner, wagne1sw@cmich.edu


194. Poster Session: 4:30 PM–5:20 PM  
Grand Ballroom B

Inclusion/Diversity/Work and Family/Non-Work Life/Leisure

194-1 Engaging Workforce 2000: Linkages Between Racioethnicity, Appraisals Perceptions, and Engagement

Using a diverse survey sample of 5,537 retail employees, this study examined the relationship among racioethnicity, appraisal fairness perceptions, psychological diversity climate, and engagement. The appraisal fairness perceptions–employee engagement linkage was mediated by psychological diversity climate and moderated by racioethnicity (stronger for Blacks and Hispanics than for White employees).

Derek Avery, University of Houston

Sabrina Volpone, University of North Texas

Patrick McKay, Rutgers University

Submitted by Derek Avery, davery@uh.edu

194-2 Black–White Differences in the Properties of Academic Performance Ratings

Academic performance ratings (grades) of Black students were less intercorrelated and more variable across the college career than grades of White students, both of which are compatible with racial/ethnic bias in grading. Controlling for SAT and SES reduced, but did not account for, race differences in variability of grades.

Christopher Berry, Wayne State University

Paul Sackett, University of Minnesota

Submitted by Christopher Berry, berry@wayne.edu

194-3 Defining Generalized Workplace Discrimination

Typically, workplace discrimination is approached from the perspective of a particular target group (e.g., race). This offers insight but obscures important commonality among different discrimination types. This theoretical approach allows for the conceptualization of discrimination as a psychological (i.e., not merely legal) construct and suggests avenues for research and practice.

Carra Sims, RAND

Reeshad Dalal, George Mason University

Submitted by Reeshad Dalal, rdalal@gmu.edu

194-4 Retaining Women and African Americans in Computer Science

Racial and gender differences in inclusion (participation and belonging) and the combined influence of these factors on commitment to and intention to remain in computer science were studied. Inclusion enhanced commitment and turnover intentions and exerted a stronger influence on African Americans. There were no gender differences.

Donald Davis, Old Dominion University

Shannon Meert, Old Dominion University

Kurt Oborn, Old Dominion University

Debra Major, Old Dominion University

Submitted by Donald Davis, DDDavis@odu.edu

194-5 Employment-Related Decisions: Ethnically Diverse Women Transitioning From Welfare to Work

Business students’ perceptions of job suitability of a woman reentering the workforce from welfare were measured. Of interest were the possible barriers women of different ethnicities face as they leave welfare for work. Results discuss the stigma and prejudice these women face with suggestions for future research.

Harmony Reppond, University of California, Santa Cruz

Megumi Hosoda, San Jose State University

Submitted by Megumi Hosoda, mhosoda@email.sjsu.edu

194-6 The Skill Paradox: Bias Against Qualified but Not Unqualified Immigrants

This study shows the prevalence of bias against qualified immigrant applicants. It also examines the validity of a common ingroup identity approach for reducing this bias. Results of a laboratory study indicate that the bias is reduced, but not reversed, when an inclusive notion of P–O fit is emphasized.

Chetan Joshi, University of Western Ontario

Joerg Dietz, University of Western Ontario

Victoria Esses, University of Western Ontario

Leah Hamilton University of Western Ontario

Submitted by Chetan Joshi, cjoshi@ivey.uwo.ca

194-7 Relationships Among Diversity Attitudes, Job Satisfaction, and Turnover Intentions

This study explored the relationships between individual attitudes toward diversity, job satisfaction, and turnover intentions. Diversity attitudes and diversity climate perceptions correlated with job satisfaction and turnover intentions. Job satisfaction was found serving as the mediator between diversity attitudes and turnover intentions.

Yueh-Chun Kang University of Memphis

Submitted by Yueh-Chun Kang, yckang@memphis.edu

194-8 Coworker Justice Perceptions of Workplace Accommodations

Coworker attitudes toward the necessity of workplace accommodations for paraplegia, dyslexia, depression, and alcoholism were evaluated in this study. Accommodations were rated most warranted for paraplegia, followed by dyslexia and then depression. Need was more predictive than equity of the perceived fairness of an accommodation for paraplegia.

Audrey Hunzeker, County of San Bernardino

Janet Kottke, California State University-San Bernardino

Submitted by Janet Kottke, jkottke@csusb.edu

194-9 Predictors of Perceived Sex Discrimination and Moderators of Job Outcomes

This study focuses on sex discrimination for faculty in academic environments and how it predicts job-related outcomes. Using a lens of intersectionality theory, this paper examines how such mistreatment varies for faculty based on gender, race, and rank. Findings indicate that intersectionality is a useful framework for understanding sex discrimination.

Megan Brunmier, Bowdoin College

Kathi Miner-Rubino, Western Kentucky University

Submitted by Kathi Miner-Rubino, kathi.miner-rubino@wku.edu

194-10 Perceived Discrimination and Job Satisfaction: A Meta-Analysis

A meta-analysis was conducted to determine the magnitude of the relationship between perceived discrimination and job satisfaction, and to detect possible moderators. The types of discrimination examined included gender, race, sexual orientation, age, and disability. Results indicate a moderate negative correlation between perceived
discrimination and job satisfaction.

Ashley Morrison, University of Georgia

Shane Fuhrman, University of Georgia

Submitted by M. Morrison, mmorri11@uga.edu

194-11 The Impact of Affirmative Action on Nonbeneficiary Job Attitudes

This study investigated the influence of gender-based affirmative action and justifications on nonbeneficiary job attitudes. As hypothesized, job attitudes were inversely related to the degree of preferential treatment. Contrary to the second hypothesis, providing “need for diversity” or “compensation for past discrimination” justifications didn’t improve nonbeneficiary job attitudes.

Stephen Mueller, University of Houston

James Campion, University of Houston

Submitted by Stephen Mueller, smueller@peopleanswers.com

194-12 Attachment Avoidance and Perceptions Involving Sexual Harassment

Few variables have been examined that influence observer judgments of sexual harassment. Attachment avoidance, a personality measure, is shown to influence such perceptions. Persons higher in attachment avoidance are more likely to dismiss sexual harassment and disapprove of a target’s direct responses to stop it.

Ramona Paetzold Texas A&M University

Submitted by Ramona Paetzold, rpaetzold@mays.tamu.edu

194-13 A Contextual Re-examination of Work Team Diversity Research

This study examined the role of contextual factors in team diversity research to clarify inconsistent findings of the relationship between team diversity and performance. Using data from 7,575 teams across 32 field studies, the study meta-analyzed whether various contextual factors influenced the performance outcomes of relations-oriented and task-oriented diversity.

Hyuntak Roh, University of Illinois at Urbana-Champaign

Aparna Joshi, University of Illinois at Urbana-Champaign

Submitted by Hyuntak Roh, hroh2@uiuc.edu

194-14 Assessing an Inclusive Climate for Diversity Measure

In this study, researchers strived to improve upon the psychometric properties and examine the underlying latent factor structure of an existing climate for diversity measure. An exploratory factor analytic technique supported that the climate for diversity scale includes 4 distinct dimensions: perceptions of fairness, inclusion, equity, and supervisor relations.

Brian Roote, University of Georgia

Kecia Thomas, University of Georgia

Submitted by Brian Roote, roote@uga.edu

194-15 The Roles of Racial Identity and Gender on Selection Decisions

This study explored the complexity of racial discrimination based on the strength of racial identity and gender of Black job applicants and their influence on hiring decisions. Researchers presented standard resumes with a name and professional affiliation manipulation to White students who made several subsequent evaluations.

Brian Roote, University of Georgia

Kecia Thomas, University of Georgia

Submitted by Brian Roote, roote@uga.edu

194-16 Cheap Labor at a Cost: Examining Interns’ Perceptions of Discrimination

This study addressed the topic of perceived organizational status discrimination (POSD) and its relationship with work-related outcomes. Using a sample of 173 interns from various organizations, the study found POSD was positively correlated with organizational deviance. Results also showed POSD was negatively related to organizational citizenship behavior and organizational commitment.

Corbin Wong, Hofstra University

Kevin Masick, Hofstra University

Ourania Vasilatos, Hofstra University

Submitted by Corbin Wong, cor.wong@gmail.com

194-17 Supportive Work Environments and Work-Family Enrichment: Evidence From German Hospital Workers

The study investigated the influence of work–family policies and social support on work-to-family enrichment. The use of flexibility policies was found to be positively related to job control and work-to-family enrichment. Flow was found to mediate the relationship between job control and social support at work and work-to-family enrichment.

Barbara Beham, University of Hamburg

Submitted by Barbara Beham, barbara.beham@uni-hamburg.de

194-18 Examining Relations Between Work–Family Conflicts and Burnout: A Stress-Appraisal Perspective

This study tested the hypotheses that relations between work–family conflicts (WFC and FWC) and burnout are mediated by threat appraisal and moderated by self-efficacy. Survey data (N = 110) supported the mediation hypothesis. Contrary to prediction, the relation between FWC and threat appraisal was stronger for those with higher self-efficacy.

Wendy Glaser, Solerti

Tracy Hecht, Concordia University

Submitted by Tracy Hecht, thecht@jmsb.concordia.ca

194-19 Role Expectations, Coping, and Stress: Personality and Work/Family Conflict

This study proposed that employees’ personalities influence their coping mechanisms, perceptions of stress, and others’role expectations, which affect work–family conflict. Results showed that the Emotional Stability–work–family conflict relationship is explained by perceptions of stress. Further, results vary depending on whether work–family conflict is assessed as a 6-dimensional or unidimensional construct.

Ann Huffman, Northern Arizona University

Satoris Youngcourt, Kansas State University

Kristine Olson, Northern Arizona University

Julia Berry, Northern Arizona University

Noel Larson, Northern Arizona University

Submitted by Ann Huffman, ann.huffman@nau.edu

194-20 Affectivity, Work–Family Balance, and Job-Related Outcomes Over Time

Using longitudinal data from married couples with children, this study found that positive and negative affectivity impact job satisfaction, as mediated by work–family balance. Mothers’ levels of positive affectivity and work–family conflict also impacted turnover, as mediated by job satisfaction.

Stefanie Johnson, Colorado State University

Janet Hyde, University of Wisconsin, Madison

Submitted by Stefanie Johnson, stefanie.johnson@colostate.edu

194-21 Measurement Invariance of Three Work–Family Conflict Scales Across Gender

Drawing from various theoretical perspectives (e.g., gender role theory, gender identity theory), this paper hypothesizes that the measurement properties of various work–family conflict (WFC) scales may lack measurement equivalence across gender. To test this hypothesis, the study compares the measurement properties of 3 popular WFC scales using covariance structure invariance analysis.

Irini Kokkinou, Purdue University

Jane Wu, Purdue University

James LeBreton, Purdue University

Boris Baltes, Wayne State University

Submitted by Irini Kokkinou, irini@psych.purdue.edu

194-22 Impact of Comparative Work–Family Practice Availability on Employee Attitudes

Employees’ perceptions of the relative generosity of work–family practices provided by employers were directly related to employee attitudes (perceived organizational family support, affective commitment and turnover likelihood). The incremental variance explained by relative generosity over and above actual practices had medium to large effect sizes as well.

David Prottas, Adelphi University

Richard Kopelman, Baruch College, CUNY

Submitted by Richard Kopelman, richard_kopelman@baruch.cuny.edu

194-23 Family-Supportive Organization Perceptions, Multiple Work–Family Conflict Dimensions, and Employee Satisfaction

Using managerial samples from 5 countries, this study examined relationships between family supportive organization perceptions (FSOP), work–family conflict (WFC) dimensions, and employee satisfaction. In general, results are consistent with a causal model wherein FSOP enhances life satisfaction because WFC dimensions that would hamper job and family satisfaction are reduced

Laurent LaPierre, University of Ottawa

Paul Spector, University of South Florida

Tammy Allen, University of South Florida

Stephen Poelmans, University of Navarra

Juan Sanchez, Florida International University

Michael O’Driscoll, University of Waikato

Cary Cooper, Lancaster University

Paula Brough, Victoria University-New Zealand

Ulla Kinnunen, Univesity of Jyväskylä

Submitted by Laurent Lapierre, lapierre@telfer.uottawa.ca

194-24 Relationships Between Planning Behavior and Job Performance, Job Satisfaction, and Work–Life Conflict: The Moderating Role of Control at Work

The aim of this study was to test the general proposition that employees’ planning behavior is most beneficial in work contexts that provide them with more rather than less control at work (i.e., influence over goal setting/prioritization, work scheduling, and work methods). Consistent with this contention, results show that planning behavior was more strongly related to increases in job performance and job satisfaction, and to reductions in work-life conflict among employees who had more rather than less control.

Laurent LaPierre, University of Ottawa

Marlynne Ferguson, University of Ottawa

Submitted by Laurent Lapierre, lapierre@telfer.uottawa.ca

194-25 Construct Validation of Family-Interference-With-Work Measures

Construct validities of 8 family-interference-with-work measures were investigated. Full-time employees of a U. S. university were sent surveys containing the measures; 591 surveys were returned (385 women; 157 faculty, 416 nonfaculty). Carlson’s, Goff ‘s, Gutek’s, and Netemeyer’s measures were found more precise than others. The construct’s boundaries need addressing.

 Jo Ann Lee, University of North Carolina-Charlotte

Chase Clow, University of North Carolina-Charlotte

Joyce Beggs, University of North Carolina-Charlotte

Paul Foos, University of North Carolina-Charlotte

Submitted by Jo Ann Lee, jolee@email.uncc.edu

194-26 Spillover and Crossover Effects of Work–Family Conflict for Chinese Couples

The study investigated relationship of work–family conflict (WFC) with job and family satisfaction, and strains in Chinese working couples. Results showed that WFC had negative relationships with job satisfaction; positive relationships with strains, and spouses’ strains through spouses’ WFC. But WFC had not related to both family satisfaction.

Changqin Lu, Peking University

Paul Spector, University of South Florida

Submitted by Changqin Lu, lucq@pku.edu.cn

194-27 Family Supportive Organizations and Job Satisfaction Cross Culturally

This paper examined the effects of national culture and family supportive organizational perceptions on the work–family conflict and job satisfaction relationship. Work–family conflict and family supportive organizations universally predicted job satisfaction. However, perceptions of family supportive organizations predicted job satisfaction more so in individualistic than collectivistic countries. Theoretical explanations are discussed.

Aline Masuda, IESE Business School of Barcelona

Steven Poelmans, IESE Business School

Paul Spector, University of South Florida

Tammy Allen, University of South Florida

Submitted by Aline Masuda, AMasuda@iese.edu

194-28 Older Working Couples: Crossover Effects of Job Control on Well-

Using data from the Health and Retirement Study, this study examines effects of job control on well-being in older working couples. Using the APIM, analyses indicate direct and indirect effects of job control on job satisfaction, health, well-being, and life satisfaction for individuals. Results also show reciprocal crossover effects.

Russell Matthews, Louisiana State University

Carrie Bulger, Quinnipiac University

Gwenith Fisher, University of Michigan

Submitted by Russell Matthews, Matthews@lsu.edu

194-29 A Model of Work-Family Gains Among Working Mothers

The goal of this study was to develop and test a model of work–family gains. Results from 719 working mothers indicate that maternal attitudes towards work and social support were related to work–family gains, which in turn was related to work commitment. Implications are discussed.

Laurel McNall, SUNY Brockport

Matthew Mulvaney, SUNY Brockport

Submitted by Laurel McNall, lmcnall@brockport.edu

194-30 Coworker Informal Work Accommodations to Family: Scale Development and Validation

Coworkers play a unique role in employees’ management of work–family conflict. A scale was developed to measure informal coworker accommodations to family (C-IWAF), behaviors that facilitate reconciling of work/family demands. Correlational and confirmatory factor analyses (N = 390) support the differential validity of C-IWAF from other forms of coworker support.

Jessica Mesmer-Magnus, University of North Carolina-Wilmington

Toshio Murase, University of Central Florida

Leslie DeChurch, University of Central Florida

Miliani Jimenez, University of Central Florida

Submitted by Jessica Mesmer-Magnus, magnusj@uncw.edu

194-31 Job Favorability and Attractiveness as a Function of Work Flexibility

Seven categories of work schedule flexibility were examined using scenarios as the independent manipulation. Differences in organizational attractiveness were found with more flexible programs being seen as more attractive. Women identified flexible work environments as flextime more than men. This study supported treating various flextime programs as separate heterogeneous constructs.

Joel Nadler, Southern Illinois University Carbondale

Nicole Cundiff, Applied Research Consultants

Meghan Lowery, Missouri State University

Stacy Jackson, Southern Illinois University Carbondale

Submitted by Joel Nadler, jnadler@siu.edu

194-32 The Positive Side: Predictors of Positive Work–Family Spillover

Two studies were conducted to examine predictors of the neglected, positive side of the work–family interface. Rela-tionships among personality, perceived display rules, and positive work–family spillover were assessed. Personality and requirement to display positive emotions were found to be significant predictors of positive work–family spillover.

Kizzy Parks, DEOMI PAFB

Kelly Jacobs, Florida Institute of Technology

Erin Richard, Florida Institute of Technology

Submitted by Kizzy Parks, kizwiz@hotmail.com



195. Panel Discussion: 4:30 PM–5:50 PM  
Imperial B

Developing Global Leaders: Nagging Questions and Considered Answers

Recent strides in understanding leadership within global environments reflect the enormous growth in the globalization of organizations. This panel will share conceptual approaches and practical guidance for successful global leadership development.

Sean Cruse, Hofstra University, Chair

Morgan W. McCall, University of Southern California, Panelist

George P. Hollenbeck, Hollenbeck Associates, Panelist

Deborrah Himsel, Thunderbird University, Panelist

Seymour Adler, Aon Consulting, Panelist

Submitted by Seymour Adler, Seymour_Adler@Aon.com



196. Special Events: 4:30 PM–5:20 PM  
Yosemite B

Enabling Innovation in Organizations–2007 Leading Edge Consortium Session

Managing the vagaries of innovation—turning ideas into products and services that add value—is one of the greatest challenges facing leaders. SIOP’s 2007 Leading Edge Consortium brought top researchers, practitioners, and business leaders from around the world to share their ideas about helping innovation flourish. Three or 4 of the best speakers from that consortium will expand upon their contributions.

Michael Frese, University of Giessen, Chair

Leaetta M. Hough, Dunnette Group, Ltd., Chair

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

Ronald Bledow, University of Giessen, Presenter

Miriam Erez, Technion, Presenter

Edward E. Lawler, University of Southern California, Presenter



197. Roundtable Discussion/Conversation Hour: 5:00 PM–5:50 PM  
Continental 1

Developing Selection Testing Systems: When Things Get Tough

I-O psychologists encounter obstacles when developing, validating, and implementing selection systems. Discussing these obstacles with experts and other professionals can result in insight regarding unique solutions. Participants will first discuss obstacles and solutions in a small group format and will then share solutions and hear input from experts.

Jan L. Boe, Valtera Corporation, Host

Emily G. Solberg, Valtera, Host

John D. Arnold, Polaris Assessment Systems, Host

Monica A. Hemingway, Starwood Hotels & Resorts, Host

Michael J. Zickar, Bowling Green State University, Host

Submitted by Jan Boe, jboe@valtera.com



198. Panel Discussion: 5:00 PM–5:50 PM  
Continental 2

More Survey Ponderables: Questions and Answers on Effective Employee Surveys

Panel and audience discussion on 5 research inquiries inspired by practitioner experiences and their implications for employee research. Topics include presenting survey data for maximum impact, validity of data interpretation rules of thumb, do employees really know what is important to them, and do different rating scales make a difference.

Sarah R. Johnson, Genesee Survey Services, Chair

David Futrell, Eli Lilly & Company, Panelist

Alexis A. Fink, Microsoft Corporation, Panelist

Alan L. Colquitt, Eli Lilly & Company, Panelist

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

Maged Natanios, Marriott International, Panelist

Ash Buonasera, Marriott International, Panelist

Adam B. Malamut, Marriott International, Inc., Panelist

David Van Rooy, Marriott International, Panelist

Submitted by Sarah Johnson, sarah.johnson@gensurvey.com



199. Symposium/Forum: 5:00 PM–5:50 PM  
Continental 3

Estimating Subscales Using IRT

This symposium highlights the use of IRT for estimating subscales. Primarily, the studies presented utilize personality and achievement testing to investigate subscale estimation. This research provides an important first step towards a more sophisticated approach to estimating subscales, particularly if scores are produced at the subscale level.

Scott A. Davies, Pearson, Chair

Ian S. Little, Pearson Educational Measurement, Scott A. Davies, Pearson, Stephen T. Murphy, University of Oklahoma, Subscale Scores for Tests With Complex Structure Using Unidimensional IRT

Stephen T. Murphy, University of Oklahoma, Ian S. Little, Pearson Educational Measurement, David Shin, Pearson Educational Measurement, Scott A. Davies, Pearson Educational Measurement, Subscale Estimation: Comparing Estimation Procedures

Patrick L Wadlington, Birkman International, Inc., Fabian Elizondo, Lamar University, Larry Lee, Birkman International, Inc., Matthew Zamzow, Birkman International, Inc., Roger Birkman, Birkman International, Inc., Subscales of the Big Five: Item Response Theory Scoring

Robert Terry, University of Oklahoma, Discussant

Submitted by Scott Davies, scott.davies@pearson.com



200. Symposium/Forum: 5:00 PM–5:50 PM  
Continental 4

Illuminating the “Murky Ground”: Linking Context Theory to Empirical Research

Calls for incorporating context into organizational research have been issued for more than a half-century. However, such calls have been largely unheeded. This symposium presents 4 studies linking context theory to empirical evidence. Presenting both qualitative and quantitative data spanning multiple domains, the fundamental impact of context is illustrated.

Erich C. Dierdorff, DePaul University, Chair

Eric Patton, Saint-Joseph’s University, Gary W. Johns, Concordia University, Absenteeism in Context: 150 Years of New York Times Coverage

Eric A. Surface, SWA Consulting Inc., J. Kemp Ellington, Illinois Institute of Technology, Rethinking Context in Training Effectiveness Research: Instructor as Learning Context

Erich C. Dierdorff, DePaul University, Frederick P. Morgeson, Michigan State University, Discrete Context Effects on Consensus in Work Role Expectations

Erich C. Dierdorff, DePaul University, Robert S. Rubin, DePaul University, Frederick P. Morgeson, Michigan State University, Omnibus and Discrete Context Effects on Requirements of Managerial Roles

Submitted by Erich Dierdorff, edierdor@depaul.edu

NOTE:  Due to a scheduling issue after the assignment of session numbers, session #201 (Top Poster Session and Reception) appears out of sequence on page 68 (Thursday PM).