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Thursday PM

Indicates Thursday Theme Track Session. 




29. Master Tutorial: 12:00 PM–1:50 PM   Cornet

Two (2) CE credits for attending. Register at session!

Catching Up With the Supreme Court

In its 2007 term, the U.S. Supreme Court decided 7 cases of particular interest to I-O practitioners. In addition, 2 other significant cases were settled at the last minute, before argument. This tutorial will review those cases, as well as other recent decisions, and proposed legislative and regulatory changes.

Arthur Gutman, Florida Institute of Technology, Presenter

Eric M. Dunleavy, DCI Consulting Group, Presenter

Donald L. Zink, Personnel Management Decisions, Presenter

Submitter: Donald Zink, donlzink@aol.com

30. Panel Discussion: 12:00 PM–1:20 PM  

Advances in the Assessment of Culture Fit for Personnel Selection

Culture fit assessments have received considerable attention lately. This panel discussion will focus on addressing key challenges associated with culture fit in order to build the basis for best practices for assessment. Discussion will focus on the measurement of culture fit, validation, and methods for showing return on investment.

Tiffany M. Greene-Shortridge, Kenexa, Panelist

Tracy Kantrowitz, PreVisor, Panelist

Ryan A. Ross, Hogan Assessment Systems, Panelist

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

Submitter: Tracy Kantrowitz, tkantrowitz@previsor.com

31. Community of Interest: 12:00 PM–1:20 PM  
Gallier AB

Corporate Social Responsibility

David A. Jones, University of Vermont, Host

Ruth Aguilera, University of Illinois at Urbana-Champaign, Host

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

Validating Assessments in the Real World

The gap between professional standards and the Uniform Guidelines regarding appropriate validation strategies continues to widen. Practitioners must choose a validation strategy with limited guidance. Panelists will discuss practical challenges of conducting validation, benefits and risks of different validation strategies, and how they balance competing demands.

Brent D. Holland, FurstPerson, Chair

Carolyn L. Facteau, Facteau and Associates, LLC, Panelist

Jared D. Lock, Carr & Associates, Panelist

Tommie Mobbs, TeleTech Holdings, Panelist

Jason R. Read, AT&T, Panelist

Richard F. Tonowski, U.S. Equal Employment Opportunity Commission, Panelist

Submitter: Brent Holland, btpholland@yahoo.com

33. Symposium/Forum: 12:00 PM–12:50 PM  
Grand Ballroom B

Best Employee Engagement Survey Programs: Normative Data and Case Studies

Sixty Fortune 1000 companies participated in a survey covering 5 major process elements (goals/roles, process, analysis/reporting, manager support, utilization) and 19 subdimensions. Each dimension had 3 anchored scale points representing behaviors. Methodology, results, and case studies will be discussed in the context of creating data-driven plans for continuous survey process improvement.

Peter Rutigliano, Sirota Survey Intelligence, Chair

Douglas A. Klein, Sirota Survey Intelligence, Michael Sarette, Sirota Survey Intelligence  Normative Benchmarks for Employee Attitude Survey Processes

Ricardo Aparacio, General Mills, Moving From Employer of Choice to a Culture of Innovation

Naomi Seckler, Tiffany & Company, Key Steps Necessary to Evolve an Employee Survey

Submitter: Walter Reichman, wreichman@sirota.com

34. Panel Discussion: 12:00 PM–1:20 PM  
Grand Ballroom D

The Role of I-O Psychology Programs in Educating Executive Coaches

A panel of experienced coaches, clients, and academics will discuss the relevance of graduate training in I-O psychology for the executive coaching industry. After an overview of the field, the moderator will pose a series of questions regarding the knowledge base, governance, and ideal scenarios for the education of coaches.

Joshua S. Ehrlich, BeamPines, Inc., Chair

Thomas M. Ruddy, Becton Dickinson, Panelist

Steven E. Walker, Credit Suisse, Panelist

Paul E. Levy, University of Akron, Panelist

John L. Bennett, Lee Hecht Harrison/Queen’s University of Charlotte, Panelist

Submitter: Joshua Ehrlich, jehrlich@beampines.com

35. Symposium/Forum: 12:00 PM–1:20 PM  
Grand Ballroom E

New Frontiers in Linkage Research: Linking Across Time and Place

Linking employee opinions to organizational performance metrics is a common practice, but the generalizability of results is often limited because of the organizational context in which the information is gathered. These studies show that relationships between employee opinions and performance metrics can be found across organizations, countries, and time.

Jack W. Wiley, Kenexa Research Institute, Chair

William H. Macey, Valtera, Holly Lam, Valtera, Benjamin Schneider, Valtera, Organizational Financial and Market Performance Consequences of Service Climate

Anne E. Herman, University of Nebraska-Omaha/Kenexa Research Institute, Jack W. Wiley, Kenexa Research Institute, Brenda Kowske, Personnel Decisions International,
Jeannie M. Korngable, University of Northern Iowa, Jeffrey M. Saltzman, Kenexa, Tapping the Wisdom of the Masses to Explain Performance

William A. Schiemann, Metrus Group, Inc., Brian S. Morgan, Metrus Group, Inc., Linking Employee Alignment, Capabilities, and Engagement to Business Results

Silvan Winkler, University of Zurich, Cornelius J. Koenig, University of Zurich, Martin Kleinmann, University of Zurich, Insight on the Chicken-or-Egg Problem—Firm Performance

Jeffrey A. Jolton, Kenexa, Discussant

Submitter: Anne Herman, anne.herman@kenexa.com

36. Symposium/Forum: 12:00 PM–1:20 PM  

Where Is the Kernel of Truth—Part Quatre?

Numerous methodological and statistical myths and urban legends have evolved over the years. This symposium’s purposes are to (a) uncover the kernel of truth and myths underlying 4 such urban legends and (b) provide a more informed basis for their application in the organizational sciences.

Robert J. Vandenberg, University of Georgia, Co-Chair

Charles E. Lance, University of Georgia,  Co-Chair

Marcus M. Butts, University of Texas at Arlington, Thomas Ng, University of Hong Kong,
Chopped Liver? OK. Chopped Data? Not OK

Robert J. Vandenberg, University of Georgia, Darrin Grelle, University of Georgia, Alternative Model Specifications in Structural Equation Modeling

Charles E. Lance, University of Georgia, Lisa Baranik, University of Georgia, On the (Mis)Interpretation of Method Factors in MTMM Data

James M. LeBreton, Purdue University, Jane Wu, Purdue University, Mark N. Bing, University of Mississippi, Testing for Mediation in the Social and Organizational Sciences

Submitter: Robert Vandenberg, rvandenb@uga.edu

37. Symposium/Forum: 12:00 PM–1:20 PM  

When Every Second Counts: A Multilevel Approach to Crisis Situations

This session will focus on how crisis situations affect organizations at different levels. It brings together presentations focusing at the individual, team, multiteam, and interorganizational level. The audience will be involved in discussion of how findings from these different levels can be integrated to facilitate organizations’ crisis management operations.

Mary J. Waller, York University, Chair

Roos Delahaij, Tilburg University, Anthony W. K. Gaillard, TNO Defence, Security and Safety, Individual Task Performance Under Acute Stress

Wim Kamphuis, Tilburg University, Anthony W. K. Gaillard, TNO Defence, Security and Safety, Ad L. W. Vogelaar, Netherlands Defence Academy, Teams Under Threat: The Effects of a Transactive Memory Training

Bart van Bezooijen, Netherlands Defence Academy, Ad L. W. Vogelaar, Netherlands Defence Academy, Peter J. M. D. Essens, TNO Defence, Security and Safety, Leadership Style Effects on Synchronization and Coordination in Networked Teams

Sjir Uitdewilligen, Maastricht University, Mary J. Waller, York University, Interorganizational Crisis Management Teams at the Port of Rotterdam

Submitter: sjir uitdewilligen, s.uitdewilligen@os.unimaas.nl

38. Panel Discussion: 12:00 PM–1:20 PM  

The Accidental Resumé: Legal and Practical Issues of E-Screening

Video resumés, Web sites like MySpace, and e-mail addresses can provide richer information than traditional resumés or applications. However, “e-screening” may lead to legal and ethical issues, and the use of invalid information for hiring decisions. This panel brings together experts from consulting, industry, and academia to discuss implications of e-screening.

H. Kristl Davison, University of Mississippi, Chair

Catherine C. Maraist, Valtera, Co-Chair

Mark N. Bing, University of Mississippi, Panelist

Jone Papinchock, Valtera, Panelist

Michael Southwell, McKinsey & Company, Panelist

Kevin B. Tamanini, Development Dimensions International, Panelist

Submitter: Catherine Maraist, cmaraist@valtera.com

39. Special Events: 12:30 PM–2:00 PM  

Practicing I-O Psychology From EBMgt Perspective—Is This What We Do Now?

From selection and training through team building and developing a service culture, the practice of I-O psychology has a deep evidence-base. This panel addresses the array of challenges to overcome in use evidence in everyday organizational practices.

Robert Greene, Reward$ystems, Chair

Jayne Speicher, Pradco, Panelist

Marcus Champ, Department of Main Roads, Panelist

Benjamin Schneider, Valtera, Panelist

Rob Briner, Birbeck College, Panelist

Submitter: Denise Rousseau, rousseau@andrew.cmu.edu

40. Panel Discussion: 12:30 PM–1:50 PM  

Innovations for Reducing Turnover via Personnel Selection

Turnover management is a critical need in most work settings, but relatively little attention has been paid to the preemployment identification of turnover propensity among job applicants. The purpose of this panel discussion is to showcase some innovative theoretical and practical approaches to reducing turnover via personnel selection.

John F. Binning, The DeGarmo Group, Inc., Chair

L. A. Witt, University of Houston, Panelist

Rodger W. Griffeth, Ohio University, Panelist

Brendan J. Morse, Ohio University, Panelist

Robert P. Tett, University of Tulsa, Panelist

Submitter: John Binning, binning@degarmogroup.com

41. Panel Discussion: 12:30 PM–1:50 PM  
Grand Chenier

Overcoming Barriers to Success in Executive Talent Management Interventions

Executive talent is vital to organizational success, and effective executive selection, development, and succession management continue to be in high demand. Despite sound practice, executive talent management implementations often face a multitude of possible barriers. Panelists share their insights and lessons learned in successfully launching and sustaining such initiatives.

Eric A. Hanson, Development Dimensions International, Co-Chair

Kevin W. Cook, Development Dimensions International, Co-Chair

Eric P. Braverman, Merck, Panelist

Patricia R. Pedigo, IBM Business-Human Resources, Panelist

Andrew L. Noon, Mutual of Omaha, Panelist

Vicki A. Walia, Alliance Bernstein, Panelist

Submitter: Kevin Cook, kevin.cook@ddiworld.com

42. Posters: 12:30 PM–1:20 PM  
Napoleon ABC

Global/International/Cross-Cultural Issues

42-1 The Leadership Gap Across Asia and the USA

This exploratory study focuses on the current state of leadership by comparing managers’ perceptions of their current leadership capacity to what they feel they need to be effective. Data from 1,862 managers in Asia and the USA were examined. Eight leadership gaps were identified as universal across cultures.

Rola Ruohong Wei, Center for Creative Leadership

Jean Leslie, Center for Creative Leadership

Submitter: William Gentry, gentryb@ccl.org

42-2 Expatriate Psychological Withdrawal: Influences of Organizational Justice and Expatriate Satisfaction

We develop a model of expatriate psychological withdrawal during the international assignment. This model considers the mediating role of expatriate satisfaction on the relationship between organizational justice and expatriate psychological withdrawal. With a sample of 78 expatriates working in Hong Kong, we found support for our hypotheses.

Yu-Ping Chen, University of Wisconsin-Milwaukee

Submitter: Yu-Ping Chen, yuping@uwm.edu

42-3 Investigating the Crossnational Applicability of the Personnel Reaction Blank

The Personnel Reaction Blank comprising 3 psychological subscales and 1 occupational preference subscale is an important instrument for assessing the integrity of individuals. Our study investigated the cross-national applicability of its 3 psychological subscales (sense of well-being, prosocial background, and compliance with social norms) using American and Singaporean samples.

Yew Kwan Tong, National University of Singapore

Richard D. Arvey, National University of Singapore

Submitter: Richard Arvey, bizra@nus.edu.sg

42-4 Managerial Personality Across Europe: Predicting Between-Organization and Between-Country Variation

This study explored the homogeneity hypothesis of personality within organizations and between organizations and between European countries, with multilevel analyses. Consistent with previous literature, the results show significant variance between organizations and partially between countries, however more variance is explained at the individual level. The results suggest that personality has individual-, organizational-, and country-level foundations.

Alessia D’Amato, Center for Creative Leadership-Brussels

John W. Fleenor, Center for Creative Leadership

Kelvyn Jones, University of Bristol

Submitter: Alessia D’Amato, damatoa@leaders.ccl.org

42-5 Work–Family Interface and Career success of Asian American Employees

We examine the direct effects of the work–family interface on career success and the moderating effects of self-esteem on the work–family interface—career success relationships using a sample of Asian-American employees. Results lend some support for our proposed relationships.

Dora M. Luk, City University of Hong Kong

Yu-Shan Hsu, University of Wisconsin-Milwauke

Submitter: Yu-Shan Hsu, yhsu@uwm.edu

42-6 Acculturation and Work Attitudes in Polish-American Employees

We studied the relationships between acculturation and work attitudes in a sample of Polish-American employees. Our results suggest that acculturation may influence work attitudes within the U.S. borders. Acculturation level was related to satisfaction with supervision and turnover intentions but was not related to organizational commitment.

Ewelina Ignasiak, DePaul University

Suzanne T. Bell, DePaul University

Submitter: Ewelina Ignasiak, ignasiak.io@gmail.com

42-7 Cultural Influences on Measurement Equivalence of Computerized Organizational Attitude Surveys

This study examines the influence of cultural values on measurement equivalence of computerized organizational attitude surveys. The sample included 57,861 employees of a large multinational company. Almost all countries high in power distance and uncertainty avoidance show inequivalence in intercepts. All other countries low on these dimensions show measurement equivalence.

Karsten Mueller, University of Mannheim

Natascha Hausmann, University of Mannheim

Tammo Straatmann, University of Mannheim

Keith Hattrup, San Diego State University

Submitter: Karsten Mueller, karsten.mueller@psychologie.uni-mannheim.de

42-8 Chinese Employees’ Interpersonal Conflict Management Strategies

This emic study investigated Chinese interpersonal conflict management strategies. Employees (N = 704) read 8 organizational conflict scenarios and selected coping strategies based on conflict types and characters’ relationships. Results showed no “best practice”; individual characteristics were important determinants of strategy selection. The theoretical implications of the findings were discussed.

Jie Yang, Jiangxi University of Finance and Economics, China

Hannah-Hanh Du Nguyen, California State University, Long Beach

Submitter: Hannah-Hanh Nguyen, hnguyen@csulb.edu

42-9 Predictors of Culture-Related Work Stress

The purpose of this study was to examine personality, social context, demographics, and culture as predictors of culture-related work stress for bicultural individuals. Questionnaire data revealed that personality, social context, and culture were strong predictors of stress. Moreover, cultural variables appear to be more useful in research than demographic variables.

Angela-MinhTu D. Nguyen, University of California, Riverside

Veronica Benet-Martinez, University of California, Riverside

Submitter: Angela-MinhTu Nguyen, angela_minhtu@yahoo.com

42-10 A Swiss–U.S. Comparison of the Effects of Job Insecurity

The current research tested competing hypotheses to determine whether reactions to job insecurity would be stronger in Switzerland versus the U.S. Results supported the social safety net hypothesis; reactions to job insecurity were more negative in the U.S. than in Switzerland, despite Switzerland scoring higher in uncertainty avoidance.

Tahira M. Probst, Washington State University-Vancouver

Cornelius J. Koenig, University of Zurich

Sarah Staffen,University of Zurich

Maja Graso, Washington State University

Submitter: Tahira Probst, probst@vancouver.wsu.edu

42-11 Are Your Employees Culturally Savvy?

Organizations today are faced with the challenge of preparing their workforce to be more culturally competent. This discussion provides an understanding of the adjustment process from a cultural intelligence (CQ) perspective and a detailed explanation of the relationships among CQ, adjustment, and contextual performance.

Aditi Raghuram, University of Houston

Derek R. Avery, University of Houston

Submitter: Aditi Raghuram, aditiraghuram@gmail.com

42-12 Do Long Hours Indicate Workplace Bullying? Not Necessarily

This study examined predictors of perceived overwork bullying using a large, telephone sample. Employees who worked more hours perceived more bullying, but interpersonal justice moderated this effect differently for immigrant and native-born employees. Justice attenuated effects of work hours for the former whereas the opposite occurred among the latter.

Derek R. Avery, University of Houston

Aditi Raghuram, University of Houston

Scott Tonidandel, Davidson College

Sabrina Volpone, University of Houston

Submitter: Aditi Raghuram, aditiraghuram@gmail.com

42-13 Expatriate Pay Satisfaction: Influence of Adjustment, Justice, and Assignment Value

Current research examines the effects of expatriate adjustment and organizational justice on expatriate pay satisfaction in the light of perceived assignment value. Results reveal that expatriate perceptions about how valuable their international experience is regarded by their employer act as a great motivator of expatriate pay satisfaction.

Barjinder Singh, University of Wisconsin-Milwaukee

Yu-Ping Chen, University of Wisconsin-Milwaukee

Margaret Shaffer, University of Wisconsin-Milwaukee

Submitter: Barjinder Singh, singh9@uwm.edu

42-14 Effects of Cultural Cues on Perceptions Formed During Computer-Mediated Communication

This study examined how errors during cross-cultural e-mail communication affect recipients’ perceptions of an e-mail sender. Participants (N = 435) formed negative perceptions of e-mail senders committing errors; however, depending on the type of error, some of these negative perceptions were mitigated when participants realized the sender was from a foreign culture.

Jane A. Vignovic, North Carolina State University

Lori Foster Thompson, North Carolina State University

Submitter: Lori Foster Thompson, lfthompson@ncsu.edu

42-15 Emic and Etic Aspects of Sexual Harassment Perceptions in Turkey

The purpose of this study was identifying workplace sexual harassment perceptions in the Turkish context. The factor structure of perceptions was explored and a reduced model was tested via confirmatory factor analysis. By referring to the U.S. literature, the extent to which perceptions are emic or etic is discussed.

Yonca Toker, Georgia Institute of Technology

Hayriye Canan Sumer, Middle East Technical University

Submitter: Yonca Toker, yonca@gatech.edu

42-16 Cultural Variation in the Influence of Hiring Process Justice Perceptions

We examined the extent to which cultural practices account for national variation in the influence of hiring process procedural justice perceptions (PJPs). Support was found for performance orientation as a cultural dimension driving variability in PJP–outcome relationships. Implications and directions for future research are discussed.

Michael D. Tuller, University of Connecticut

Benjamin M. Walsh, University of Connecticut

Janet L. Barnes-Farrell, University of Connecticut

Submitter: Michael Tuller, tullerm@gmail.com

42-17 Measurement and Moderator of Political Skill in Chinese

This 2-study research validated the Chinese version of Political Skill Inventory by examining its factor structure, construct validity, and criterion validity in multiple samples. Study 2 also tested the hypothesized moderating effect of intrinsic motivation between political skill and task and contextual performance rated by participants’ immediate supervisors.

Le Zhou, Peking University

Junqi Shi, Peking University

Chao Xu, Peking University

Mo Wang, Portland State University

Submitter: Mo Wang, mw@pdx.edu

42-18 Efficacy of HPWS: Moderating Effect of Ownership in Chinese Enterprises

This study examined the impact of high performance work system (HPWS) on employees’ job attitudes and work behaviors. The results indicated HPWS enhanced their job satisfactions and then reduced work withdrawal behaviors. Interestingly, the pooled sample from SOEs and PEs demonstrated different paths of these relationships across different ownerships.

Gang Zhang, University of Illinois at Urbana-Champaign

Jianmin Sun, Renmin University of China

John Lawler, University of Illinois at Urbana-Champaign

Submitter: Mingrui Zhang, mingruizhang@gmail.com

42-19 Meta-Analysis of Relative Asian–White Criterion-Related Validity of Cognitive Ability Tests

This study represents the first meta-analysis of the criterion-related validity of cognitive ability tests for Asians (k = 58, N = 66,017) and Whites (k = 162, N = 634,473). We found no validity differences. Type of cognitive test, publication status, and decade in which the study was carried out did not moderate results.

Christopher M. Berry, Wayne State University

Malissa A. Clark, Wayne State University

Tara K. McClure, Wayne State University

Submitter: Christopher Berry, berry@wayne.edu

42-20 Reducing Hiring Discrimination of Arab Applicants Through Cross-Cultural Training

Using a pretest–posttest longitudinal experiment, we investigated the effectiveness of cross-cultural training in reducing hiring discrimination against Arab applicants and moderating effects of trainee characteristics. Hiring discrimination reduced shortly after training but resurfaced 3 months later. Trainees’ prejudice and open-mindedness moderated hiring discrimination but did not affect training effectiveness.

Eva Derous, Erasmus University Rotterdam

Hannah-Hanh Du Nguyen, California State University, Long Beach

Ann Marie Ryan, Michigan State University

Jan Pieter Van Oudenhoven, University of Groningen

Submitter: Eva Derous, derous@fsw.eur.nl

42-21 Investigating Why Coworkers’ Citizenship Dissimilarity Is Most Beneficial for Nationalists

Equivocal evidence exists about impact of intergroup contact on attitudes. We extended prior research by investigating the impact of coworkers’ citizenship dissimilarity on individuals’ attitudes towards immigrants. In a diverse sample (N = 559), we demonstrated the positive influence of intergroup relations was the strongest for people displaying nationalistic attitudes.

Aleksandra Luksyte, University of Houston

Derek R. Avery, University of Houston

Submitter: Aleksandra Luksyte, aluksyte@uh.edu

42-22 I Don’t Like Where You’re From: Evaluations of Arabic Applicants

This study investigated the effect that stereotype endorsement has on suitability ratings of managerial applicants. Participants assessed 2 fictitious male candidates
(1 American, 1 Arabic) ostensibly applying for a managerial position. Results suggest that negative attitudes towards traditionally Islamic countries predicted suitability ratings for Arabic but not American applicants.

Cort Rudolph, Wayne State University

Jane A. Halpert, DePaul University

Kevin Thomas Wynne, Wayne State University

Submitter: Cort Rudolph, Cort.Rudolph@wayne.edu

42-23 Linking Diverse Work Design Features to OCB and Absenteeism

Work design research has traditionally focused on relatively few characteristics and outcomes. Addressing these limitations, we explore relationships between motivational, social, and contextual design features and OCB and absenteeism. We found that 7 work characteristics account for 15% of the variance in OCB and 8% of the variance in absenteeism.

Jillian L. Hmurovic, Michigan State University

Frederick P. Morgeson, Michigan State University

Jennifer D. Nahrgang, Michigan State University

Submitter: Jillian Hmurovic, hmurovic@msu.edu

42-24 Comparing the Work Attitudes of Immigrant and Non-Immigrant Workers

Polish immigrants in the United States (n = 98) and non-immigrants in Poland (n = 144) were surveyed about their satisfaction, commitment, and turnover intentions. Results indicated important differences in mean attitude levels and attitude intercorrelations among immigrants compared to non-immigrants. Implications are discussed.

Brian Siers, Roosevelt University

Joanna Cabaj, Roosevelt University

Submitter: Brian Siers, bsiers@roosevelt.edu

42-25 Global Staffing: Finding High Potentials Around the World

This study investigates whether learning agility, a measure to identify high potentials, was assessed differently across 4 regions. Managers from 4 regions were rated on a learning agility instrument. The findings demonstrate that there were no significant differences in learning agility across the regions. Implications for global staffing were discussed.

Kenneth P. De Meuse, Lominger International

King Yii Tang, KornFerry International

George S. Hallenbeck, Lominger International

Guangrong Dai, Lominger International

Submitter: Guangrong Dai, daigr@yahoo.com

42-26 Psychometric Properties of the Chinese Version of Workaholism Battery

This study examined the Chinese version of the Workaholism Battery by Spence and Robbins (1992). Factor analyses using responses from 1,235 full-time workers in Taiwan revealed 5 rather than 2 or 3 dimensions reported by previous studies. Significant correlations between an alternative workaholism measure and criterion variables were found.

Jui-Chieh Huang, National Taiwan University of Science and Technology

Changya Hu, National Taiwan University of Science and Technology

Tzong-Chen Wu, National Taiwan University of Science and Technology

Submitter: Changya Hu, changya@nccu.edu.tw

42-27 Meta-Analysis of Hispanic–Caucasian Cognitive Test Validity Differences in Educational Admissions

Differential validity has been a dead topic within I-O psychology for the past 25 years. This study adds to the accumulating evidence of differential validity between racial subgroups. Meta-analytic results indicate lower criterion-related validity for cognitive ability tests for Hispanics in a postsecondary educational context.

Tara K. McClure, Wayne State University

Christopher M. Berry, Wayne State University

Malissa A. Clark, Wayne State University

Submitter: Tara McClure, tara.mcclure@wayne.edu

42-28 Black–White–Hispanic Differences in the Impact of Skill Transparency

This study examines the effect of skill transparency with relation to how it differentially affects Whites, Blacks, and Hispanics. Results indicated skill transparency impacted Blacks, Whites, and Hispanics differently. Transparency had no effect on Hispanics, positive effects on Blacks, and mixed effects for Whites.

Elizabeth J. Sanz, University of Central Florida

Kimberly A. Smith-Jentsch, University of Central Florida

Submitter: Elizabeth Sanz, elizabeth.sanz@gmail.com

43. Interactive Posters: 12:30 PM–1:20 PM  
Napoleon D1-D2

Faking Personality: Some of My Best Friends Are Imposters

Neil D. Christiansen, Central Michigan University, Facilitator

43-1 Effect of Warnings Against Faking on Personality Tests for Selection

The effect of a more applicant-friendly warning against faking on personality tests on simulated applicant-faking behavior and perceived procedural justice was examined. Results suggested that the detection/consequence warning is more effective at reducing faking behavior, and the content of the warning has no impact on perceived procedural justice.

T. Ryan Dullaghan, University of South Florida

Walter C. Borman, Personnel Decisions Research Institutes

Submitter: Timothy Dullaghan, trdullaghan@gmail.com

43-2 The Magnitude of Response Distortion on Unproctored Internet-Based Personality Tests

This study investigated the magnitude and extent of response distortion on the scores of 2 unproctored Internet-based personality measures. This was accomplished by implementing 2 within-subjects design studies. Our results indicate that the use of an unproctored Internet-based testing (UIT) administration does not uniquely threaten personality measures.

Winfred Arthur, Texas A&M University

Ryan M. Glaze, Texas A&M University

Anton J. Villado, Rice University

Jason E. Taylor, PeopleAnswers, Inc.

Submitter: Ryan Glaze, rmg@tamu.edu

43-3 Item Desirability Ratings and Forced-Choice Personality Measure Effectiveness

This research examined how item desirability rating instructions used in forced-choice measure development can influence the effectiveness of these measures. Results indicated that different desirability rating instructions produce forced-choice measures that are differentially effective in reducing score inflation and retaining trait-level information under faking conditions.

Tomer Gotlib, Florida Institute of Technology

Patrick D. Converse, Florida Institute of Technology

Submitter: Tomer Gotlib, tgotlib@fit.edu

43-4 Do Warnings Reduce Faking? The Moderating Role of Authoritarian Submission

Study explores whether authoritarian submission (i.e., proclivity to follow authority) influences whether warnings of verification reduces score inflation on personality tests in a selection context. Significant effects were found for the warning of verification by others, with greater score inflation found among participants low in authoritarian submission.

Nicholas L. Vasilopoulos, Personnel Decisions Research Institutes

Jeffrey M. Cucina, U.S. Customs and Border Protection

Lynn A. McFarland, Clemson University

Michael Ingerick, HumRRO

Submitter: Nicholas Vasilopoulos, nlv@pdri.com

44. Roundtable Discussion/Conversation Hour: 12:30 PM–1:20 PM  
Oak Alley

Performance Management Systems: Problems and Prospects

Electronic performance management systems have become popular but apparently have not delivered the outcomes promised. The same can be said of performance appraisal research. In this roundtable we will explore possible reasons for this state of affairs and encourage collaboration between academics and practitioners to close these gaps.

Robert E. Lewis, APT, Host

Tina M. Everest, Cardinal Health, Host

Submitter: Robert Lewis, blewis@APTMetrics.com

45. Symposium/Forum: 12:30 PM–1:20 PM  
Rhythms 1

Onboarding—What Have You Done for ME Lately?

As the war for talent increases, it’s imperative that employees feel engaged and prepared upon entering new roles. Onboarding plays a crucial role in achieving these overall goals. More than ever companies need to strategically develop, support, and evaluate onboarding as it is a major facilitator of productivity and retention.

Julie Kabat, Ulta Beauty, Chair

Julie Kabat, Ulta Beauty, Arlene P. Green, Frito-Lay North America, Laura A. Mastrangelo, Frito-Lay North America, An Onboarding Roadmap: Program Design, Implementation, and Insights

Joel Philo, JCPenney, The Evolution of Onboarding and JCPenney

Angela M. Sternburgh, Kellogg Company, Effective Transitions at Kellogg Company: A Focus on Knowledge Transfer

Nick C. Leonard, PepsiCo, Discussant

Submitter: Julie Kabat, jkabat@ulta.com

46. Panel Discussion: 12:30 PM–1:20 PM  
Rhythms 2

The SHRM HR Education Survey and Implications for I-O Psychology

Human resources education has implications for I-O psychologists’ abilities to introduce best practices as business strategy. This panel will discuss the work the Society for Human Resources Management has done toward this end, the results of their education survey, and implications for I-O psychologists.

Lorin M. Mueller, American Institutes for Research, Chair

Deb Cohen, Society for Human Resources Management, Panelist

Timothy J. Willis, American Institutes for Research, Panelist

Gary P. Latham, University of Toronto, Panelist

Submitter: Lorin Mueller, lmueller@air.org

47. Symposium/Forum: 12:30 PM–1:50 PM  
Rhythms 3

New Perspectives in Sexual Harassment Measurement: Theoretical and Empirical Innovations

Despite the maturation of sexual harassment research, fundamental questions remain unresolved, including how the construct should be measured and for what purposes. This symposium addresses these issues, including: How well do current approaches fulfill specific aims? Are alternative methodologies available? We conclude with a moderated audience discussion.

Louise F. Fitzgerald, University of Illinois at Urbana-Champaign, Chair

Alayne J. Ormerod, University of Illinois at Urbana-Champaign, Maria C. Lytell, University of Illinois at Urbana-Champaign, Louise F. Fitzgerald, University of Illinois at Urbana-Champaign, Fritz Drasgow, University of Illinois at Urbana-Champaign, Learning From the SEQ: What Can It Do?

Louise F. Fitzgerald, University of Illinois at Urbana-Champaign, Angela Lawson, Northwestern University, Sadie E. Larsen, University of Illinois at Urbana-Champaign, Measuring Sexual Harassment: Can We Capture the Legal Standard?

Margaret S. Stockdale, Southern Illinois University-Carbondale, Seth Berry, Southern Illinois University-Carbondale, Measuring Men’s Sexually Harassing Behavior and Intentions

Sadie E. Larsen, University of Illinois at Urbana-Champaign, Christopher D. Nye, University of Illinois at Urbana-Champaign, Louise F. Fitzgerald, University of Illinois at Urbana-Champaign, Beyond Sexual Harassment: An Integrated Model of Gendered Hostility

Barbara A. Gutek, University of Arizona, Discussant

Submitter: Louise Fitzgerald, lfitzger@s.psych.uiuc.edu

48. Symposium/Forum: 1:00 PM–2:20 PM  
Grand Ballroom B

Deviant Behavior and the Self

Recent trends in workplace deviance research suggest the self plays a critical role in terms of mediating, moderating, and main effects on deviance. The purpose of this symposium is to highlight recent advances in our understanding of how aspects of the self relate to the occurrence of deviant behavior.

D. Lance Ferris, Singapore Management University, Co-Chair

Jeff Spence, University of Waterloo, Co-Chair

Douglas J. Brown, University of Waterloo, Co-Chair

Russell E. Johnson, University of South Florida, Kristin N. Saboe, University of South
Florida, Chu-Hsiang Chang, University of South Florida, Relationships of Self-Identity With Counterproductive Work Behavior

Stefan Thau, London Business School, Christian Troester, Erasmus University, David De Cremer, Tilburg University, Rafael Wittek, University of Groningen, Social Comparisons and the Relationship Between Supervisor Treatment and Deviance

Stacey R. Kessler, Montclair State University, Neha Singla, University of South Florida, Bella L. Galperin, University of Tampa, Paul E. Spector, University of South Florida, Self-Esteem and Its Impact on Counterproductive Work Behavior

Jeff Spence, University of Waterloo, D. Lance Ferris, Singapore Management University, Douglas J. Brown, University of Waterloo, Daniel Heller, Tel Aviv University, Interpersonal Injustice and Workplace Deviance: The Role of Esteem Threat

Yochi Cohen-Charash, Baruch College-CUNY, Discussant

Submitter: Lance Ferris, dlferris@smu.edu.sg

49. Symposium/Forum: 1:00 PM–2:20 PM  
Napoleon D3

Status: The Neglected Motive in Industrial-Organizational Psychology?

The proposed symposium will bring together some of the pioneers in the study of status in industrial-organizational psychology. They will briefly describe examples of their current research on status, and then we hope to open up general discussion of the power of status as a motivator of actions in organizations.

Jone L. Pearce, University of California-Irvine, Chair

Jerald Greenberg, RAND Corp., Deshani B. Ganegoda, University of Central Florida, Actor–Observer Differences in Perceived Fairness of “Status Liability” Effects

Kimberly D. Elsbach, University of California-Davis, Who to Be Today? Resolving Conflicts Among Status and Distinctiveness

Stuart Bunderson, Washington University, Michelle Barton, University of Michigan, Status and Expertise in Groups

James P. O’Brien, University of Western Ontario, Joerg Dietz, University of Western Ontario, Social Dominance Theory, Social Dominance Orientation, and Status in Organizations

Submitter: Jone Pearce, jlpearce@uci.edu

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

The Client–Coach Relationship: Examining a Critical Component of Successful Coaching

Leadership coaching reflects an evolving dynamic between the client and coach that is qualitatively different from most leadership development programs and therefore holds particular challenges. Practitioner/ researchers will share their insights to aid understanding, build best practices, and identify future research needs for developing effective client–coach relationships and successful coaching programs.

Lisa A. Boyce, U.S. Air Force Academy, Co-Chair

Gina R. Hernez-Broome, Center for Creative Leadership, Co-Chair

Gina R. Hernez-Broome, Center for Creative Leadership, Lisa A. Boyce, U.S. Air Force Academy, Katherine Ely, George Mason University, The Coaching Relationship: Glimpse Into the Black Box of Coaching

Lisa A. Boyce, U.S. Air Force Academy, R. Jeff Jackson, U.S. Air Force Academy, Laura Neal, U.S. Air Force Academy, Matching of Clients With Coaches in a Leadership Coaching Program

Hilary J. Gettman, University of Maryland, Suzanne K. Edinger, University of Maryland, Karen Wouters, University of Maryland, Jeffrey D. Kudisch, University of Maryland, Joyce E. A. Russell, University of Maryland, Paul E. Tesluk, University of Maryland, The Impact of Contracting Behavior on the Coaching Relationship

Derek A. Steinbrenner, Cambria Consulting, Barry Schlosser, Strategic Executive Advisors, LLC, The Coaching Relationship: How Clients View Coaches and Their Impact

Stephen J. Zaccaro, George Mason University, Discussant

Submitter: Lisa Boyce, Boycela@msn.com

51. Community of Interest: 1:30 PM–2:50 PM  
Gallier AB

Women’s Leadership

Anna Marie Valerio, Executive Leadership Strategies, LLC, Host

Lilia M. Cortina, University of Michigan, Host

52. Symposium/Forum: 1:30 PM–2:20 PM  
Grand Ballroom A

Workplace Generational Differences: What Is Stereotype? What Is Reality?

Popular media often publicizes differences between the 4 generations in the workplace. Building on recent work, this symposium investigates generational differences through 2 lenses. First, we provide 1 of the first empirical investigations of commonly reported generational stereotypes. Second, we examine whether reality mirrors stereotypes in work–life balance and employee engagement.

Tasha L. Eurich, CH2M HILL, Chair

Anne M. Hansen, Colorado State University, Tasha L. Eurich, CH2M HILL, Generational Stereotypes: Media Hype or Reality?

Jennifer J. Deal, Center for Creative Leadership, Work–Life Balance: What Generations Say and What Generations Do

Laura A. Mastrangelo, Frito-Lay North America, Addressing Generational Stereotypes in Employee Engagement

William C. Byham, Development Dimensions International, Discussant

Submitter: Tasha Eurich, tasha.eurich@ch2m.com

53. Symposium/Forum: 1:30 PM–2:50 PM  
Grand Ballroom D

The Complexities of Implementing Assessment Centers in Diverse Settings

Organizations and consulting firms are implementing assessment centers in different ways to meet growing talent demands. These diverse settings require adaptations to maintain the integrity and rigor of ACs. Practitioners operating ACs within many different settings will share their challenges, solutions, and best practices in implementing and maintaining ACs.

Celia Sloan, Lowe’s Companies, Inc., Co-Chair

Jessica L. Bradley, Clemson University, Co-Chair

Jessica L. Bradley, Clemson University, Celia Sloan, Lowe’s Companies, Inc., Aaron D. Less, Lowe’s Companies, Inc., Stephanie Butler, Personnel Decisions International, Building Talent Together Through Assessment Centers

Donald R. Scott, Development Dimensions International, Heidi Meyer, Development Dimensions International, Laurie E. Wasko, Development Dimensions International, Multinational Assessment Center Implementation: A Case Study Review

Matthew J. Dreyer, Verizon, Jessica Osedach, Verizon, When Does One Size Fit All With Assessment Centers?

Melissa K. Hungerford, The Coca-Cola Company, Alison D. Jerden, The Coca-Cola Company, Success Factors for Implementing and Maintaining Assessment Centers Globally

Ann Howard, Development Dimensions International, Discussant

Submitter: Jessica Bradley, Jessica.L.Bradley@Lowes.com

54. Symposium/Forum: 1:30 PM–2:50 PM  
Grand Ballroom E

It’s About Time: Investigating Multitasking and Polychronicity in the Workplace

Research is emerging on multitasking and polychronicity in the workplace. This session focuses on recent developments, including relationships between multitasking, cognitive ability, and noncognitive variables; incremental validity of multitasking; summary of polychronicity research and future directions; a multidimensional conceptualization of polychronicity; and the influence of polychronicity on leadership outcomes.

Tracy Kantrowitz, PreVisor, Chair

Brady Firth, Michigan State University, Frederick L. Oswald, Rice University, D. Zachary Hambrick, Michigan State University, Are Measures of Multitasking Performance More Than Cognitive Ability Measures?

Ted B. Kinney, Select International, Matthew C. Reeder, Michigan State University, Matthew S. O’Connell, Select International, Inc., Comparing Multitasking and Cognitive Ability as Predictors of Job Performance

Cornelius J. Koenig, University of Zurich, Mary J. Waller, York University, Time for Reflection: A Critical Examination of Polychronicity

Darrin Grelle, The University of Georgia, Tracy Kantrowitz, PreVisor, Mark B. Wolf, Georgia Institute of Technology, Expanding the Measurement of Polychronicity: The Validity of Time Awareness

Douglas R. Lindsay, United States Air Force Academy, Rick R. Jacobs, Pennsylvania State University, Polychronic Orientation Effects on Leader–Member Exchange

Jeffrey M. Conte, San Diego State University, Discussant

Submitter: Tracy Kantrowitz, tkantrowitz@previsor.com

55. Panel Discussion: 1:30 PM–2:50 PM  
Grand Couteau

Establishing the Relevance of I-O: Practitioner Accounts From the Frontlines

This panel presents real-life accounts of the challenges and opportunities that face I-Os in different applied settings. Panelists representing different organizational profiles, practitioner roles, and I-O constituencies will discuss how they navigate these challenges and translate I-O “science” into practical, sound solutions for organizations. Tips for internal, external, and academic practitioners are offered.

Stephanie A. Tarant, R.H. Donnelley, Chair

Julia Bayless, Sodexo, Inc., Panelist

Brian Penner, Prudential Staffing, Panelist

Monica Schultz, Cox Communications, INC., Panelist

Cheryl L. Comer, Kimberly-Clark, Panelist

Stacey P. Miller, The Home Depot, Panelist

Submitter: Stephanie Tarant, Stephanie_Tarant@yahoo.com

56. Panel Discussion: 1:30 PM–2:20 PM  

LMX Beyond the Dyad: Concepts and Operations

Recently, multiple methods have been used for constructing and operationalizing LMX at the group level. This discussion brings together some authors of these publications to explain their logic, with the goal of emerging with more coherent criteria for LMX conceptualization and operationalization at levels beyond the dyad.

Kurt L. Oborn, Old Dominion University, Co-Chair

Donald D. Davis, Old Dominion University, Co-Chair

Kathleen Boies, Concordia University, Panelist

Robin Martin, Aston University, Panelist

John M. Maslyn, Belmont University, Panelist

Terri A. Scandura, University of Miami, Panelist

Submitter: Kurt Oborn, koborn@odu.edu

57. Posters: 1:30 PM–2:20 PM  
Napoleon ABC


57-1 Social Comparison and Interpersonal Harming in Teams
This study develops and tests a multilevel theory of the interpersonal harming associated with social comparison. Our results showed that in a group with low cooperative goal climate, team members were more likely to harm the others who outperformed them when they perceived low levels of assimilation (contrast) with the others.

Catherine Lam, The Hong Kong Polytechnic University

Gerben S. Van der Vegt, University of Groningen

Xu Huang, The Hong Kong Polytechnic University

Submitter: Catherine Lam, lam.cat@polyu.edu.hk

57-2 Diversity and Aggression in Groups: Multilevel Relationships and Leadership Moderators

This research involved a multilevel investigation of how employees’ characteristics predicted aggression in groups and also an examination of whether leadership attenuated the relationships between group diversity and aggression. Results revealed some differences in aggression based upon individual characteristics and dissimilarity, as well as group-level relationships moderated by leadership.

Ingrid Chadwick, Queen’s University

Jana L. Raver, Queen’s University

Submitter: Jana Raver, jraver@business.queensu.ca

57-3 Assessing Teamwork Attitudes in Healthcare: TeamSTEPPS™ Teamwork Attitudes Questionnaire Development

This paper documents the development of the TeamSTEPPS™ Teamwork Attitudes Questionnaire (T-TAQ), a survey designed to measure changes in attitudes toward teamwork in healthcare. T-TAQ fulfills an important need in healthcare as providers seek to understand the role of teamwork in the delivery of safe care.

Andrea Amodeo, American Institutes for Research

David P. Baker, Carilion Clinic

Kelley J. Krokos, American Institutes for Research

Submitter: Andrea Amodeo, aamodeo@air.org

57-4 An Exploration of Knowledge Integration Problems in Interdisciplinary Research Teams

The integration of function-specific expertise into a shared knowledge base is a crucial but complex process for success in interdisciplinary teams. This paper presents an empirically derived typology of knowledge integration problems and links their occurrence to degree of heterogeneity and present stage of a team’s life.

Petra S. Bayerl, Delft University of Technology

Brigitte Steinheider, University of Oklahoma Tulsa

Submitter: Petra Bayerl, p.s.bayerl@tudelft.nl

57-5 Team Efficacy Development: The Role of Relational Demography and Feedback

We examined the role of self-efficacy, relational demography, and performance feedback in the development of team efficacy. Pretask team efficacy ratings were based on self-efficacy and the racial diversity of the team. Relational demography effects were observed in post-task team efficacy ratings regardless of whether teams received performance feedback.

Suzanne T. Bell, DePaul University

David Fisher, DePaul University

Jayme Taylor, DePaul University

Larisa Belau, DePaul University

Andrea Briggs, Towers Perrin ISR

Heather Olker, DePaul University

Submitter: Suzanne Bell, sbell11@depaul.edu

57-6 Leadership in Teams: Emergent Leadership and the Punctuated Equilibrium Model

This study examined how emergent leadership corresponds with group development. Team members rated each member’s task-oriented and social-oriented behaviors and overall perceptions of each member’s leadership. Results indicated that the behaviors related to perceptions of leadership changed as the team progressed through various phases of development.

Jessica J. Bowling, Appalachian State University

Jacqueline Z. Bergman, Appalachian State University

Shawn Bergman, Appalachian State University

Submitter: Jacqueline Bergman, bergmanjz@appstate.edu

57-7 Individual Personality, Group Personality Composition, and Performance Behaviors

This study added to a growing body of literature recognizing that, in addition to individual personality, group personality composition may be important in predicting important performance-related behaviors. A number of group-level personality variables were found to influence group performance, group citizenship behavior, and group counterproductive behavior.

Joseph Schmidt, University of Calgary

Babatunde Ogunfowora, University of Calgary

Joshua S. Bourdage, University of Calgary

Submitter: Joshua Bourdage, jbordage@ucalgary.ca

57-8 Antecedents of Information Overload During Emergencies

Our research examines antecedents of information overload during a 2007 Department of Homeland Security simulated response to weapons of mass destruction. Taking an information-processing perspective, we reveal that potency mediates the relationship between training and information overload as well as role clarity and information overload.

Damon Drown, Portland State University

David Cadiz, Portland State University

Dan Hahn, Portland State University

Keith James, Portland State University

Submitter: Damon Drown, ddrown@pdx.edu

57-9 Perceptions of Managerial Effectiveness and Influence: The Role of Networks

This study examined the relationships between network size and effectiveness and influence in a management simulation. Results indicated that the size of a manager’s network was positively related to effectiveness and influence. Managerial level in the simulation and the manager’s real-life organizational level were also associated with effectiveness and influence.

Michael Campbell, Center for Creative Leadership

John W. Fleenor, Center for Creative Leadership

Phillip W. Braddy, Center for Creative Leadership

Submitter: John Fleenor, fleenorj@leaders.ccl.org

57-10 Examining the Factor Structure of Team Member Exchange

This study aims to clarify the construct of team member exchange (TMX) and examine the possibility that it can be divided into two separate targets. Individual TMX and group TMX are introduced and defined. Results of confirmatory factor analysis support a 2-factor model of TMX.

Joshua Fyman, Baruch College, CUNY

Charles A. Scherbaum, Baruch College, CUNY

Submitter: Joshua Fyman, joshfyman@gmail.com

57-11 The Legitimacy of Team Rewards and Team Effectiveness

We present a model of legitimacy for team incentives and propose that the development of legitimacy for pay dispersion in teams and the use of interdependent evaluations of performance promote effectiveness. Our model introduces a new perspective for theorizing the conditions under which team rewards are an effective incentive design.

Federico Aime, Oklahoma State University

Christopher J. Meyer, Baylor University

Stephen E. Humphrey, Pennsylvania State University

Submitter: Stephen Humphrey, stephen.humphrey@psu.edu

57-12 Power Conflict: Struggles for Intragroup Power and Status

This study was designed to delineate and explore a potential fourth type of intragroup conflict, known as power conflict. The study examines the extent to which power conflict is distinct from the currently accepted types of intragroup conflict and begins to build and test a nomological network of power conflict.

Kirsten Keller, University of Maryland, College Park

Michele J. Gelfand, University of Maryland

Submitter: Kirsten Keller, kkeller@psyc.umd.edu

57-13 Perceptions of Task Interdependence: Toward an Integrative Model of Teamwork

This study applies the theory of planned behavior to propose an integrative model of teamwork. Team-level task interdependence perceptions were positively related to both team communication and team performance. Differential results were found regarding whether perceptions were focused upon the job or the tasks.

Jared A. LeDoux, Louisiana State University

Tracey E. Rizzuto, Louisiana State University

David J. Woehr, University of Tennessee

Submitter: Jared LeDoux, jledou5@lsu.edu

57-14 Influence of Problem Characteristics on Group Problem-Solving Effectiveness

Meta-analytic techniques were used to examine the relative effectiveness of groups versus individuals for performing 8 different types of problem-solving tasks. Problem dimensions were varied in terms of search space, solution demonstrability, and number of solutions. Results support groups and individuals differ in their relative effectiveness by task types.

Rebecca Lyons, University of Central Florida

Michael A. Rosen, University of Central Florida

Stephen M. Fiore, University of Central Florida

Submitter: Rebecca Lyons, rlyons@ist.ucf.edu

57-15 Goal Orientation’s Influence on Team Psychological Safety and Team Learning

Group members led by a learning-oriented leader reported higher levels of team psychological safety and learning behavior than those led by a performance-oriented leader. Team psychological safety mediated the relationship between goal orientation and team learning. Findings contribute to our understanding of specific leader motives that influence team learning.

Shirley Ashauer, University of Missouri-St. Louis

Therese H. Macan, University of Missouri-St Louis

Submitter: Therese Macan, Therese.Macan@UMSL.edu

57-16 Anticipated Bias and Performance: When Individuals Expect an Uphill Battle

We examine the effects of relational identity differences on individual task performance. We find relational identity differences affect individual levels of anticipated bias and anticipated bias is a predictor of performance. Self-efficacy is shown to moderate the relationship between anticipated bias and performance.

William I. MacKenzie, University of South Carolina

Sophia S. Jeong, University of South Carolina

Jordan E. Beckman, University of South Carolina

Submitter: William MacKenzie, ivey_mackenzie@moore.sc.edu

57-17 Information Sharing, Knowledge Transfer, and Cognition in Distributed Teams

Knowledge transfer was tested as a possible mediation between information sharing and cognitive similarity in distributed teams. Results showed that simple information sharing was insufficient to produce cognitive similarity between teammates. The complex communication processes involved in knowledge transfer were necessary for teammates’ task schemas to align.

Abby L. Mello, University of Tennessee, Knoxville

Joan R. Rentsch, University of Tennessee, Knoxville

Lisa Delise, University of Tennessee, Knoxville

Melissa Staniewicz, University of Tennessee, Knoxville

Michael Letsky, Office of Naval Research

Submitter: Abby Mello, amello@utk.edu

57-18 Moving Beyond Metaphors: Meta-Analytic Integration of the Team Cognition Construct

Emergent collective cognitive processes are considered central drivers of team process and performance. We meta-analytically integrate team cognition research from disparate literatures using a unifying theoretical framework. Results reveal strong positive relationships between team cognition and task process and team effectiveness. Conceptualizations of cognitive similarity moderated these relationships.

Leslie A. DeChurch, University of Central Florida

Jessica Mesmer-Magnus, University of North Carolina-Wilmington

Submitter: Jessica Mesmer-Magnus, magnusj@uncw.edu

57-19 Adaptive Coordination in Anesthesia Teams

Anesthesia teams have to deal with routine and non-routine situations where failures might endanger human life. By analysing coordination behavior and performance during 15 inductions of anesthesia in a simulated setting we found more explicit coordination during non-routine than during routine. No relation between coordination and performance was found.

Michaela Kolbe, ETH Zurich

Barbara Kuenzle, ETH Zurich

Enikö Zala-Mezö, Paedagogische Hochschule Zurich

Johannes Wacker, University Hospital Zurich

Gudela Grote, ETH Zurich

Submitter: Kolbe Michaela, mkolbe@ethz.ch

57-20 Group Performance and OCB: Key Contingency Factors

In a lagged field study, we examined task interdependence as a contingency factor in the utility of group members’ organizational citizenship behavior for group performance. OCB showed significant, positive utility in groups with interdependent tasks but no utility in groups with independent tasks. Practical and theoretical implications are discussed.

Tjai M. Nielsen, The George Washington University

Daniel G. Bachrach, University of Alabama

Terry R. Halfhill, Pennsylvania State University

Eric Sundstrom, University of Tennessee

Submitter: Tjai Nielsen, tnielsen@gwu.edu

57-21 The Development and Validation of the Comprehensive Team Interdependence Scale

Teams research suggests that teams vary along 4 dimensions of interdependence: task, resource, reward, and goal. A comprehensive team interdependence scale tapping into these 4 dimensions was developed and tested. Factor analytic results suggested that a 4-factor model provided the best fit for the data.

Michael E. Rossi, University of South Florida

Michael D. Coovert, University of South Florida

Submitter: Michael Rossi, merossi00@gmail.com

57-22 Social Identities and In-Group Favoritism in an Organizational Context

This study examined the previously inconsistent relationship between social identity and evaluative and discriminatory in-group favoritism in an organizational context. Results provided support for the relationship between social identity and evaluative in-group favoritism and partial support for discriminatory in-group favoritism, while adding to the positive–negative asymmetry debate.

Mahima Saxena, Purdue University

Benjamin D. Eva, Royal Holloway, University of London

Submitter: Mahima Saxena, saxenam@purdue.edu

57-23 Examining Workgroup Diversity Effects: Do Group-Retention Rules Help or Hinder?

Participant nonresponse may attenuate the correlations that are observed between group-diversity scores and outcome variables. To ameliorate this attenuation some researchers use group-retention rules based on within-group response rates. We used a series of computer simulations to estimate the appropriate group-retention rule under a variety of circumstances.

David J. Stanley, University of Guelph

Natalie J. Allen, University of Western Ontario

Helen M. Williams, Swansea University

Sarah J. Ross, University of Western Ontario

Submitter: David Stanley, dstanley@uoguelph.ca

57-24 Lego Confessionals: The Effect of Self-Disclosure and Helping

The study sought to determine whether self-disclosure or helping lead to greater group cohesiveness, then to better performance. Three task conditions were implemented: self disclosure, helping, and the control. Cohesiveness and performance were assessed. All conditions varied significantly from helping to self-disclosure to the control.

Thomas H. Watts, Wayne State University

Mary Eberly-Lewis, Oakland University

Dana Mooney, University of Central Florida

Submitter: Thomas Watts, thwatts@wayne.edu

57-25 Group Personality Composition, Satisfaction, and Performance in Virtual Teams

Multi-user virtual environments (MUVE) have been gaining popularity as a medium for collective work. Although organizational researchers continue to study virtual teams, no empirical work to date has examined outcomes in MUVE-mediated teams. This study considered the influence of individual differences on performance and satisfaction outcomes using a quasi-experimental design.

Thomas J. Whelan, North Carolina State University

Lynda Aiman-Smith, North Carolina State University

Claudia B. Kimbrough, North Carolina State University

Larry Taylor, University of North Carolina at Chapel Hill

Submitter: Thomas Whelan, tjwhelan@ncsu.edu

57-26 Promises Can Compensate for Distance: Self-Commitment Effects in Computer-Supported Teams

This study was conducted to examine the finding that team members’ mutual expression of self-commitment can compensate for negative effects of electronic team communication. Using a computer-supported task, we found that self-commitment by both team members was more effective in promoting trust and motivation, whereas unidirectional self-commitment affected motivation only.

Marion Wittchen, University of Muenster

Guido Hertel, University of Muenster

Submitter: Marion Wittchen, mwittchen@uni-muenster.de

57-27 The Effects of Computer-Mediated Communication on Gender Bias

This study explored the proposition that computer-mediated arrangements are a source of gender bias in the workplace. Participants evaluated 2 targets while envisioning that they would be working with 1 electronically and the other face-to-face. Results indicate that women are rated more stereotypically in electronic conditions than in face-to-face conditions.

Suzette Caleo, New York University

Madeline E. Heilman, New York University

May Ling Halim, New York University

Submitter: Suzette Caleo, suzette.caleo@nyu.edu

57-28 The Impact of Achievement Diversity on Team Effectiveness over Time

We examine achievement differences as a deep-level diversity characteristic. Further, we explore time as a moderator and social loafing as a mediator of the achievement diversity–team effectiveness relationship. Using data from 146 teams (N = 673), we found achievement diversity has an increasingly negative effect for groups that are together longer.

Cristina Rubino, University of Houston

Derek R. Avery, University of Houston

Sabrina Volpone, University of Houston

Lucy R. Ford, Saint Joseph’s University

Submitter: Cristina Rubino, rubino003@hotmail.com

57-29 An Investigation of Group Differences in Dispositional Proactivity

This study offers a preliminary investigation of gender, age, and ethnicity-based group differences in dispositional proactivity. Results from our sample of respondents
(N = 331) suggest that there are minimal gender (d = -.09), age (d = .16), and ethnicity-based group differences in dispositional proactivity. Implications are discussed.

Jeffrey P. Thomas, Florida International University

Daniel S. Whitman, Florida International University

Chockalingam Viswesvaran, Florida International University

Submitter: Jeffrey Thomas, jthom016@fiu.edu

57-30 Relationship Effects in Leadership Ratings and Team Effectiveness

In line with Livi and colleagues (2008), this study revealed that different types of within-team relationships contribute differentially to ratings of leadership depending on the type of leadership evaluated. Furthermore, these relationships account for significant variance in team cohesion. Implications and future directions are discussed.

Joy Oliver, NRC/Air Force Research Lab

Jared A. LeDoux, Louisiana State University

C. Allen Gorman, Angelo State University

Submitter: Joy Oliver, joytoliver@gmail.com

57-31 Examination of Team Leadership Measurement: A Construct Validation Study

This study examined the construct-related validity evidence for team leadership measurement within the United States Navy. Results provide partial support to the argument that team leadership is more accurately defined and measured as a series of interrelated constructs.

Kari R. Strobel, United States Navy

James M. Henson, Old Dominion University

Submitter: Kari Strobel, kari.strobel@navy.mil

58. Interactive Posters: 1:30 PM–2:20 PM  
Napoleon D1-D2

My Manager Is a Bully and I Like It

Nathan A. Bowling, Wright State University, Facilitator

58-1 An Examination of the Trickle-Down Effects of Abusive Supervision

We tested a trickle-down model of abusive behavior across three hierarchical levels (managers, supervisors, employees). We find manager abusive behavior is related to supervisor abusive behavior, which is related to employees’ interpersonal deviance. We also find hostile climate moderates the relationship between abuse and deviance.

Mary Bardes, University of Central Florida

David M. Mayer, University of Central Florida

Jenny M. Hoobler, University of Illinois at Chicago

Sandy J. Wayne, University of Illinois at Chicago

Sophia V. Marinova, University of Illinois at Chicago

Submitter: Mary Bardes, mbardes@bus.ucf.edu

58-2 From Bad Manners to Bullying: Construct Clarification

This study aimed to clarify the domain of interpersonal mistreatment behaviors by investigating 5 commonly used constructs to ascertain their uniqueness: incivility, emotional abuse, interpersonal aggression, bullying, and social undermining. Results suggest that existing measures of all 5 appear to be assessing the same underlying construct.

Barbara Griffin, University of Western Sydney

Submitter: Barbara Griffin, b.griffin@uws.edu.au

58-3 The Influence of Subordinate Self-Esteem on Reactions to Abusive Supervision

We examine the relationship between abusive supervision, self-esteem, and workplace aggression. In 2 samples we find a strong relationship between abusive supervision and a variety of workplace aggressive (both self- and supervisor reported) outcomes. In addition, we find a significant moderating effect of self-esteem on the abusive supervision–aggression relationship.

James P. Burton, Northern Illinois University

Jenny M. Hoobler, University of Illinois at Chicago

Submitter: Jenny Hoobler, jhoobler@uic.edu

58-4 When and Why Leader Mistreatment Relates to Employee Deviance

This research examines when and why leader mistreatment is associated with employee deviance. Results from 2 studies provide support for the predicted relationships based on uncertainty management theory and self-determination theory. Specifically, competence need uncertainty moderated the relationship between leader mistreatment and deviance, and negative affect mediated this moderated effect.

Kristina M. Workman, University of Central Florida

David M. Mayer, University of Central Florida

Stefan Thau, London Business School

David De Cremer, Tilburg University

Submitter: David Mayer, dmayer@bus.ucf.edu

59. Symposium/Forum: 1:30 PM–2:50 PM  

Innovations and Advancements in Setting Cut Scores

This symposium brings together a diverse set of presenters to discuss research and innovations in setting cut scores for personnel tests. The papers cover both empirical and judgmental approaches, and include work to modify established methods as well as the introduction of methods from outside of I-O psychology.

Stephen T. Murphy, Pearson, Inc., Chair

Andrew Lam, University of Akron, Dennis Doverspike, University of Akron, Winfred Arthur, Texas A&M University, Examination of the Impact of Instruction Set on Angoff Ratings

Lorin M. Mueller, American Institutes for Research, David Osher, American Institutes for Research, Robert DeHaan, American Institutes for Research, Setting Standards on a Climate Measure Using a Web-Based Survey

Ian S. Little, Pearson Educational Measurement, Stephen T. Murphy, Pearson, Inc., Alternative Judgmental Approaches to Setting Cut Scores

Lance E. Anderson, ICF International, Using Simulation to Inform Standard Setting

Donna L. Denning, City of Los Angeles, Discussant

Submitter: Stephen Murphy, stephen.murphy@pearson.com

60. Roundtable Discussion/Conversation Hour: 1:30 PM–2:50 PM  
Oak Alley

Using 360 Feedback to Create Large-Scale Organization Change

Historically, 360-degree feedback has been viewed primarily as a leadership development tool for individuals. Under the right conditions, 360 processes can be a powerful method to create large scale organizational change. Two leading practitioners in the field will lead a discussion of best practices, case studies, and potential pitfalls.

David W. Bracken, Kenexa Corporation, Host

Dale S. Rose, 3D Group, Host

Submitter: David Bracken, david.bracken@kenexa.com

61. Symposium/Forum: 1:30 PM–2:50 PM  
Rhythms 1

Competency Modeling Versus Job Analysis: Academic Debates and Practical Applications

This session will explore current academic perspectives on competency modeling and job analysis, addressing the strength and weaknesses of each. Examples of how these models and theories are being applied and validated in practical settings in state and federal government will be presented. Audience discussion and debate encouraged.

Christina K. Curnow, ICF International, Chair

Gary Giumetti, Clemson University, Co-Chair

Juan I. Sanchez, Florida International University, Edward L. Levine, University of South Florida, Competency Modeling and Traditional Job Analysis: Competitors or Companions?

Gary Giumetti, Clemson University, Christina K. Curnow, ICF International, Competency Modeling and Job Analysis: An Integrative Perspective

Heidi L. Keller-Glaze, ICF International, Jeff Horey, ICF International, Jon Fallesen, The Center for Army Leadership, The Evolution of a Competency Model: Development, Validation, and Implementation

Ray Morath, ICF International, Christina K. Curnow, ICF International, Candace Cronin, ICF International, Arnold L. Leonard, ICF International, A Top-Down Approach for Identifying Joint Forces Senior Leader Competencies

Cody Martin, ICF International, Michael A. Lodato, ICF International, Walter Gragg, Texas Child Protective Services, Lisa Abate, Texas Child Protective Services, Lannette Bailey, Texas Child Protective Services, Conducting a Task-Based Job Analysis Under Time Constraints

Michael T. Brannick, University of South Florida, Discussant

Submitter: Christina Curnow, ccurnow@icfi.com

62. Symposium/Forum: 1:30 PM–2:50 PM  
Rhythms 2

Creating and Testing New Item Translations: Current Applied Practices

Academic researchers commonly publish their work with translating assessment items into new languages. In this session, 4 representatives from commercial test publishers will provide the practitioner perspective of creating sound translations of personality assessment items while considering the available scientific guidelines but also working within business constraints.

Kevin D. Meyer, Hogan Assessment Systems, Chair

Richard C. Thompson, CPP, Inc., CPP’s Adaptation Practices as an Assessment Publisher

Kevin D. Meyer, Hogan Assessment Systems, Hogan’s Qualitative and Quantitative Approach to Assessment Translation and Evaluation

Dave Bartram, SHL Group PLC, Anna Brown, SHL Group Ltd, Parallel Item Creation in Three Languages

Sofia Sjoberg, Assessio International, Anders R. Sjoberg, Psykologieforlaget AB, Tiina Pukkila, Assessio International, Translation and Adaptation Work in Assessio International

Frederick L. Oswald, Rice University, Discussant

Submitter: Kevin Meyer, kevindmeyer@yahoo.com

63. Panel Discussion: 1:30 PM–2:50 PM  

Developing Next-Generation Leaders: Current Practices in High-Potential Leadership Development

The need to develop leaders to meet future business challenges is a key concern among senior executives. The purpose of this panel is to discuss the strategies used by large- and medium-sized organizations from diverse industries in developing high-potential leaders.

Lee J. Konczak, Washington University, Chair

Andrew N. Odze, Bank of America, Panelist

David E. Smith, EASI Consult, Panelist

Mark Feurer, Bunge Limited, Panelist

John Zehr, Target Corp., Panelist

Holly Foster, Belden, Panelist

Michael L. Trusty, Rolls Royce, Panelist

George Fajardo, Hubbell, Incorporated, Panelist

Submitter: Lee Konczak, konczak@wustl.edu

64. Special Events: 2:00 PM–3:00 PM  

Conducting Synthetic Reviews as a Basis for EBMgt Beyond Meta-Analyses

EBMgt depends on cumulative evidence. This mini tutorial provides guidance in conducting systematic reviews (SR) summarizing a body of scientific evidence to answer a practice question. SRs go beyond meta-analyses, including studies using diverse methods, address conditions of use, contextualization of findings, and future applications.

Jodi S. Goodman, University of Connecticut, Co-Chair

Jayne Speicher, Pradco, Co-Chair

Rob Briner, Birbeck College, Presenter

David Denyer, Cranfield University, Presenter

65. Symposium/Forum: 2:00 PM–2:50 PM  

Technology-Based Assessment in the 21st Century: Advances and Trends

The promise of technology in revolutionizing HR assessment practice has long been touted. What changes has technology spurred in the design, delivery, and use of tests? Practitioners from 4 assessment firms will draw from real-world experience and research to examine new technology-enabled assessment models, applications, issues, and future trends.

John A. Weiner, PSI, Chair

John A. Weiner, PSI, The Dynamic Landscape of Technology-Based Talent Assessment: Opportunities and Challenges

Douglas H. Reynolds, Development Dimensions International, Going Beyond the “Page-Turner”—Advanced Applications of Internet-Based Testing

Eugene Burke, SHL Group PLC , Technology-Assisted Test Construction, Delivery, and Validation

David Foster, Kryterion, The Next Generation of Technology-Based Assessment: Strong Internet Use

Submitter: John Weiner, jweiner@psionline.com

66. Symposium/Forum: 2:00 PM–2:50 PM  

Linking Creative Potential to Innovative Perceptions and Behaviors With Technology

The theory of planned behavior provides a framework for this symposium of 3 different types of studies demonstrating linkages between an individual’s creative capacity and technology perceptions and use. Also explored are the influences of workplace perceptions about creative supports (i.e., means efficacy) on work performance creativity.

Tracey E. Rizzuto, Louisiana State University, Chair

Colleen Schwarz, Louisiana State University, Tracey E. Rizzuto, Louisiana State University, Individual Creativity With Information Technology

Keith James, Portland State University, Technological Creativity and Cognitions and Beliefs About Advanced Technology

Aneika L. Simmons, Texas A&M University, Stephanie C. Payne, Texas A&M University, Matthew M. Pariyothorn, Texas A&M University, The Influence of Means Efficacy on Creative Performance

Michael D. Mumford, University of Oklahoma, Discussant

Submitter: Tracey Rizzuto, trizzut@lsu.edu

67. Symposium/Forum: 2:00 PM–2:50 PM  
Grand Chenier

Technology-Based Training: Incorporating the Science of Training Into Practice

Utilizing technology-based training can add a layer of complexity onto the existing difficulties of translating science into practice. The goal of this symposium is to present research bridging the gap between training science and practice. Each presentation focuses on integrating what is known about training effectiveness into technology-based training scenarios.

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

Wendy Bedwell, University of Central Florida, Co-Chair

Marissa L. Shuffler, ICF International, Co-Chair

Wendy Bedwell, University of Central Florida, Eduardo Salas, University of Central Florida, Computer-Based Training: Best Practices for Design

Jennifer Fowlkes, CHI Systems, Inc., Joe Norman, CHI Systems, Inc., Aaron Pepe, CHI Systems, Inc., Learning Architectures to Support Simulation-Based Training

Marissa L. Shuffler, ICF International, Wendy Bedwell, University of Central Florida, Davin Pavlas, University of Central Florida, Eduardo Salas, University of Central Florida, Game-Based Training for Continuous Improvement

Submitter: Marissa Shuffler, marissa.shuffler@gmail.com

68. Symposium/Forum: 2:00 PM–2:50 PM  
Rhythms 3

Information Utilization in Work Teams

Research suggests that team success is heavily influenced by the extent to which team members effectively combine their informational resources. This symposium brings together 3 papers that examine informational processes in teams. Findings underscore the importance of team leadership, composition, and communication medium in promoting effective information utilization.

Christian J. Resick, Drexel University, Co-Chair

Jessica Mesmer-Magnus, University of North Carolina-Wilmington, Co-Chair

Kimberly A. Smith-Jentsch, University of Central Florida, Elizabeth J. Sanz, University of Central Florida, Exchanging Information to Improve Performance: Effects of Leader Goal Orientation

Christian J. Resick, Drexel University, Leslie A. DeChurch, University of Central Florida, Kenneth Randall, Banner Health, Toshio Murase, University of Central Florida, Miliani Jimenez, Florida International University, Elaboration of Information and Team Decision-Making Effectiveness in Uncertain Environments

Jessica Mesmer-Magnus, University of North Carolina-Wilmington, Leslie A. DeChurch, University of Central Florida, Daniel Doty, University of Central Florida, Information Sharing and Team Effectiveness: The Role of Communication Medium

Verlin B. Hinsz, North Dakota State University, Discussant

Submitter: Christian Resick, cresick@drexel.edu

69. Special Events: 3:30 PM–5:00 PM  

Teaching I-O From an EBMgt Perspective: Frameworks, Tools, and Lessons Learned

EBMgt in the classroom is a paradigm shift from traditional uses of cases, survey classes of organizational theories, and discussions of contemporary business and management practices. This session will address 3 facets of EBMgt teaching, critical thinking, process-focus, and evidence-based principles. All presenters have extensive EBMGt teaching experience.

James P. O’Brien, University of Western Ontario, Chair

Jodi S. Goodman, University of Connecticut, Presenter

Denise M. Rousseau, Carnegie Mellon University, Presenter

70. Symposium/Forum: 3:30 PM–5:20 PM  

Performance Management: Putting Research Into Practice

Chapter authors from the new SIOP Professional Practice Series book titled Performance Management: Putting Research Into Practice distill lessons from empirical research and theory development to create recommendations for practitioners. Topics include goal alignment, learning cultures, counterproductive work behavior, evaluating performance management systems, and workplace trends.

James W. Smither, La Salle University, Co-Chair

Manuel London, SUNY-Stony Brook, Co-Chair

William A. Schiemann, Metrus Group, Inc., Aligning Performance Management With Organizational Strategy, Values, and Goals

Valerie I. Sessa, Montclair State University, Jennifer D. Bragger, Montclair State University, Christopher M. Pingor, Montclair State University, Using Your Performance Management System to Inculcate a Learning Culture Into Your Organization

Teri Elkins, University of Houston, Leanne E. Atwater, Arizona State University, Diagnosing, Understanding, and Dealing With Counterproductive Work Behavior

Stanley B. Silverman, University of Akron, Wendy Muller, University of Akron, Assessing Performance Management Practices

Nancy T. Tippins, Valtera Corporation, Susan H. Coverdale, Valtera Corporation, Performance Management in the Future

Herman Aguinis, University of Colorado Denver, Discussant

Submitter: James Smither, jwsmither@msn.com

71. Symposium/Forum: 3:30 PM–4:20 PM  

Integrating Career Theories and Concepts for Turnover Research

We apply career models to enrich turnover perspectives. Leong applies Super’s theory to explain self-implementation through life impacts quits. Golubovich explains how Holland’s theory improves person–fit assessments. Hom extends social cognitive career theory to clarify how self-efficacy beliefs and outcome expectations affect career implementation.

Peter W. Hom, Arizona State University, Chair

Frederick T. Leong, Michigan State University, Applying Donald Super’s Career Development Theory to Turnover Research

Juliya Golubovich, Baruch College, Applying John Holland’s Theory of Personality to Turnover Research

Peter W. Hom, Arizona State University, Extending Social Cognitive Theory of Career to Turnover Perspectives

Submitter: Peter Hom, Peter.Hom@asu.edu

72. Symposium/Forum: 3:30 PM–4:50 PM  

Long Live Longitudinal Data!

This symposium discusses the use of longitudinal data to address human capital-related issues and concerns. Three large Fortune 100 organizations will share best practices for collecting employee and survey data overtime to examine the employee lifecycle. Advances for statistical techniques to analyze longitudinal data will be provided.

Derek P. Berube, Allstate Insurance Company, Chair

Jennifer H. Frame, Dow Chemical Company, Misty M. Bennett, Central Michigan University, Data-Driven Decisions for Strategic Workforce Planning

Derek P. Berube, Allstate Insurance Company, Nicholas Strong, Illinois State University, Understanding and Building Action for Employee Attrition With Lifecycle Surveys

Paula S. Radefeld, State Farm Insurance, Don S. Paul, State Farm Insurance, Should I Stay or Should I Go?

Connie R. Wanberg, University of Minnesota, David G. Allen, University of Memphis, Investigating Temporal Parameters of Turnover Antecedents

Submitter: Derek Berube, derek.berube@allstate.com

73. Community of Interest: 3:30 PM–4:50 PM  
Gallier AB

Work–Family Interface

Wendy J. Casper, University of Texas at Arlington, Host

Jeanette N. Cleveland, Pennsylvania State University, Host

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

Distinguished Professional Contributions Award: Lessons of My Experience: Three Decades of Exploring Leadership Development

The research projects leading to The Lessons of Experience morphed into a life’s work of studying which experiences matter and what they teach, why talented executives derail, and how organizations can better use experience to develop leadership talent. McCall will share what his own experience has taught him about experience.

Allen I. Kraut, Baruch College/Kraut Associates, Chair

Morgan W. McCall, University of Southern California, Presenter

75. Symposium/Forum: 3:30 PM–4:20 PM  
Grand Ballroom B

Unanswered Questions: Examining the Psychometric Properties of Assessment Centers

Although the internal structure of assessment centers (ACs) has received substantial attention in recent years, other important questions remain unexamined. This symposium brings together presenters who look beyond the exercises versus dimensions debate in ACs to focus on unanswered questions with respect to the psychometric soundness of AC ratings.

Brian J. Hoffman, University of Georgia, Chair

Charles E. Lance, University of Georgia, Co-Chair

Carrie A. Blair, College of Charleston, Brian J. Hoffman, University of Georgia, Robert T. Ladd, University of Tennessee, SJTs Versus ACs: Comparing High and Low Fidelity Predictors

Klaus G. Melchers, University of Zurich, Martin Kleinmann, University of Zurich, Occupational Fidelity as a Moderator of AC Validity

Duncan Jackson, Massey University, Paul Englert, Victoria University, Glenn S. Brown, University of Otago, Interrater Reliability of Behavioral Checklists in Task-Based Assessment

John P. Meriac, University of Missouri-St. Louis, David J. Woehr, University of Tennessee, A Quantitative Review of the Constructs Underlying AC Ratings

Filip Lievens, Ghent University, Discussant

Submitter: Brian Hoffman, hoffmanb@uga.edu

76. Symposium/Forum: 3:30 PM–4:20 PM  
Grand Ballroom D

Generational Differences in the Workplace

The economy, global competition, technology, and an aging workforce are changing the world rapidly. This symposium will focus on examining generational differences and preparing for the workforce of the future. Innovative research techniques and recommendations for positioning organizations to attract, engage, and retain talent will be shared.

Marta E. Brown, FedEx Services, Chair

Karrie D. Rimmer, FedEx Services, Marta E. Brown, FedEx Services, Preparing for the Workforce of the Future: A Readiness Assessment

Jessica J. Cassidy, Allstate Insurance Company, Derek P. Berube, Allstate Insurance Company, Understanding Generational Differences Through Measurement: An Applied Approach

L. Jean Whinghter, Harrah’s Entertainment, Acting Your Age at Work: Do Generational Differences Really Matter?

Chantay Dudley, HumRRO, Jennifer L. Burnfield-Geimer, HumRRO, Jesse Erdheim, HumRRO, Generational Differences in Federal Government Employee Attitudes and Perceptions

Submitter: Marta Brown, brown_marta@yahoo.com

77. Symposium/Forum: 3:30 PM–4:20 PM  
Grand Ballroom E

Work–Life Effectiveness: Bridging Research and Practice

Findings from a longitudinal study of sandwiched generation dual-earner couples will be presented, along with a case study on professional reduced-load work arrangements and research examining supportive leader behaviors. Practitioners and researchers will discuss the implications of these studies for building an organizational culture that embraces work–life effectiveness.

Laura L. Koppes, University of West Florida, Chair

Leslie B. Hammer, Portland State University, Margaret B. Neal, Portland State University, Jenna LeComte-Hinely, Portland State University, Benjamin R. Kaufman, Portland State University, Combining Work and Multiple Family Roles: A Ten-Year Follow Up

Ellen E. Kossek, Michigan State University, Mary Dean Lee, McGill University, Implementing a Reduced-Workload Arrangement to Retain Professionals: Learning From a Case Study

Laura L. Koppes, University of West Florida, Sherry Schneider, University of West Florida, Eileen Linnabery, University of West Florida, What Managers’ Behaviors Support Employees and Their Work–Life Effectiveness?

Jolene L. Skinner, Dell, Inc., Discussant

Submitter: Laura Koppes, Lkoppes@uwf.edu

78. Symposium/Forum: 3:30 PM–4:50 PM  
Grand Chenier

Rude Awakenings: New Research on Experiences of Workplace Incivility

We know that incivility is detrimental to workers and costly to organizations. Yet, complexities surrounding incivility experiences are relatively unexplored. The 4 papers presented in this symposium move beyond traditional discussions of incivility’s negative effects to capturing specific types of incivility and the dynamic processes through which negative effects occur.

Vicki J. Magley, University of Connecticut, Co-Chair

Alyssa McGonagle, University of Connecticut, Co-Chair

Jessica A. Gallus, University of Connecticut, Co-Chair

Joseph W. Berry, University of Waterloo, Douglas J. Brown, University of Waterloo, D. Lance Ferris, Singapore Management University, Huiwen Lian, University of Waterloo, Investigating a Mediational Model of Ostracism in the Workplace

Sandy Lim, National University of Singapore, Vivien (Kim Geok) Lim, National University of Singapore, Lilia M. Cortina, University of Michigan, Vicki J. Magley, University of Connecticut, Reactions to Interpersonal and Cyber-Incivility: The Role of Perceived Injustice

Alyssa McGonagle, University of Connecticut, Vicki J. Magley, University of Connecticut, Alicia G. Dugan, University of Connecticut, Jessica A. Gallus, University of Connecticut, Nicole Johnson, University of Connecticut, Curtis Walker, University of Connecticut, Jennifer Bunk, West Chester University, Resource Loss From Incivility: Perpetrator Power and Resource Threat

Liu-Qin Yang, University of South Florida, Ashley Nixon, University of South Florida, Xichao Zhang, Beijing Normal University, Paul E. Spector, University of South Florida, Is Perceived Organizational Support Supportive for Employees Who Experienced Incivility?

Howard M. Weiss, Purdue University, Discussant

Olga L. Clark, University of Hartford, Discussant

Submitter: Alyssa McGonagle, aksilver@alumni.holycross.edu

79. Symposium/Forum: 3:30 PM–4:50 PM  
Grand Couteau

Situational Judgment Tests: Efficient Production and Scoring

Situational judgment tests have been increasingly used to assess individual differences in emerging domains. However, scientific consensus has not emerged regarding optimal methods to develop and score these instruments. This symposium reviews promising methods to efficiently create and score SJTs, thereby extending their psychometric range and power.

Tiffany Bludau, PDRI, Co-Chair

Michael A. McDaniel, Virginia Commonwealth University, Co-Chair

Stephan J. Motowidlo, Rice University, Margaret E. Beier, Rice University, Implicit Trait Policies, Job Experience, and the Scoring of SJTs

Peter Legree, U.S. Army Research Institute, Joseph Psotka, U.S. Army Research Institute, Tiffany Bludau, PDRI, Chris Kubisiak, PDRI, Elizabeth M. Lentz, PDRI, Kristen Horgen, PDRI, Opinion Questionnaires to Judgment Tests

Michael A. McDaniel, Virginia Commonwealth University, Joseph Psotka, U.S. Army Research Institute, Peter Legree, U.S. Army Research Institute, Toward an
Understanding of Situational Judgment Test Item Validity

Richard D. Roberts, ETS, Carolyn E. MacCann, University of Houston, Ralf Schulze, University of Wuppertal, Situational Judgment Tests for the Assessment of Emotional Intelligence

Neal W. Schmitt, Michigan State University, Discussant

Submitter: Tiffany Bludau, tbludau@gmu.edu

80. Symposium/Forum: 3:30 PM–4:50 PM  

Methodological Approaches to Wage and Hour Cases: I-O Expert Relevance

I-Os are increasingly involved in wage and hour class actions regarding exempt job misclassifications, missed meal periods/rest breaks, and work off the clock. New methodologies are emerging for I-Os to establish their relevance as experts in these cases.

Christina G. Banks, Lamorinda Consulting LLC, Chair

Frank J. Landy, Landy Litigation Support Group, Wage and Hour Cases: A New Area of Interest

Ali Saad, Resolution Economics LLC, Wage and Hour Cases: Dealing With the Data Vacuum

Christina G. Banks, Lamorinda Consulting LLC, Wage and Hour Studies: Capturing Just the Right Data

Wayne F. Cascio, University of Colorado, Discussant

Submitter: Cristina Banks, banks@lamorindaconsultingllc.com

81. Posters: 3:30 PM–4:20 PM  
Napoleon ABC


81-1 Does Dissimilarity Predict Stereotyping? It Depends on the Context

Numerous studies have examined the effects of demographic dissimilarity on individual outcomes, but none have investigated stereotyping. Results from a national survey indicate that greater residential and workplace racioethnic dissimilarity diminishes racioethnic stereotyping indirectly by promoting greater interracioethnic contact. These results were consistent for absolute and relative stereotyping.

Derek R. Avery, University of Houston

Aleksandra Luksyte, University of Houston

Morela Hernandez, University of Washington

Submitter: Derek Avery, davery@uh.edu

81-2 Outcomes of Workplace Discrimination: The Role of Perceived Demographic Similarity

This study examines the impact of discrimination on job satisfaction, organizational climate, affective organizational commitment, turnover intentions, productivity, and organizational citizenship behaviors in a sample of university faculty. Hierarchical regression analyses indicated that discrimination acted as a mediator in the relationship between perceived demographic similarity and several workplace outcome variables.

Lauren V. Blackwell, University of Oklahoma

Lori Anderson Snyder, University of Oklahoma

Catherine Mavriplis, University of Oklahoma

Submitter: Lauren Blackwell, lblackwell@psychology.ou.edu

81-3 An Examination of Individual-Difference Correlates of Sexual Harassment Perpetration

This study examined how personality and attitudinal variables contributed to sexual harassment prediction. Endorsement of social dominance orientation (SDO), hostile sexism (HS) and benevolent sexism (BS) was hypothesized to mark individuals with heightened awareness to status threats and increased likelihood to engage in harassment. Latent structure was also examined.

Nichelle C. Carpenter, Texas A&M University

Mindy E. Bergman, Texas A&M University

Marisol Perez, Texas A&M University

Submitter: Nichelle Carpenter, carpenter_nichelle@yahoo.com

81-4 Fair Treatment and Satisfaction Perceptions at Two Racially Different Universities

Perceptions of fair treatment and overall satisfaction were explored across White and Black students. Support was found for the cultural viewpoint (differences across cultural groups) whereas there was no support for the structural viewpoint (institutional differences). Increased demographic diversity did not relate with increased satisfaction for minority group members.

Mary L. Connerley, Virginia Tech

Judy P. Strauss, California State University-Long Beach

Submitter: Mary Connerley, maryc@vt.edu

81-5 How Supervisor–Subordinate Racioethnic Similarity and Emotional Exhaustion Affect Organizational Commitment

The authors examined the interactive effects of supervisor–subordinate racioethnic similarity and emotional exhaustion on organizational commitment. The results revealed both significant main and interactive effects. Specifically, supervisor–subordinate racioethnic similarity is positively related to organizational commitment only among employees experiencing moderate or low levels of emotional exhaustion.

Emily David, University of Houston

Mark Elliott, University of Houston

Derek R. Avery, University of Houston

L. A. Witt, University of Houston

Submitter: Emily David, emdavid@uh.edu

81-6 Harvesting the Benefits of Diversity: The Importance of Valuing Diversity

Archival data were used to examine the relationship between workplace diversity and job satisfaction. Results indicated that the relationship between diversity and satisfaction was moderated by diversity beliefs. Specifically, there was a significant and positive relationship between workplace diversity and job satisfaction only for those individuals who held pro-diversity beliefs.

David Fisher, DePaul University

Jayme Taylor, DePaul University

Submitter: David Fisher, dfisher1@depaul.edu

81-7 When Age Meets Change: Mediation/Moderation of Ageism in Selection

This study examined age discrimination in between- versus within-career job transitions. Data from 198 undergraduates indicate that between-career transitions do not exacerbate the effects of age on suitability ratings. However, the results suggest that age-based stereotypes were the cognitive mechanism via which ageism was manifested in employment decisions.

Justin Marcus, University of Central Florida

Barbara A. Fritzsche, University of Central Florida

Submitter: Barbara Fritzsche, bfritzsc@mail.ucf.edu

81-8 How Much Diversity Is Diversity?

We examined how the amount and framing of diversity information influences people’s perceptions of diversity. Diversity efforts were perceived as “more diverse” and effective when framed as “proportion of Blacks and Hispanics” (as opposed to women, men, Whites) and when the minority group held 50% of the population.

Ashley M. Guidroz, Denison Consulting

Margaret E. Brooks, Bowling Green State University

Scott Highhouse, Bowling Green State University

Submitter: Ashley Guidroz, aguidroz@denisonculture.com

81-9 Enhancing Diversity Training Outcomes: Recognizing Bias About Bias

This study investigated whether steps taken to increase trainee awareness of their own susceptibility to bias, prior to engaging in diversity training, augmented the effectiveness of training efforts. Overall, the results of this study increased our understanding of the ways in which diversity training could be improved.

Lisa Gulick, George Mason University

Irwin J. Jose, George Mason University

Chad Peddie, George Mason University

Eden B. King, George Mason University

David A. Kravitz, George Mason University

Gonzalo Ferro, Personnel Decisions Research Institutes

Submitter: Lisa Gulick, lisagulick@gmail.com

81-10 Sensitivity or Stereotype Threat? Effects of Gendered Test Content

Test development practice urges gender sensitivity. Research, however, has relatively ignored how sensitivity recommendations may elicit stereotype threat and impact test performance and reactions. Addressing this limitation, we examined effects of gendered test content in 2 stereotyped domains. Results suggest that increased gender sensitivity does not adversely impact performance.

Jillian L. Hmurovic, Michigan State University

Ann Marie Ryan, Michigan State University

Neal W. Schmitt, Michigan State University

James Grand, Michigan State University

Submitter: Jillian Hmurovic, hmurovic@msu.edu

81-11 Employment Discrimination Against Immigrants: Accreditation, Immigrant Race and Evaluator Biases

This study shows the prevalence of bias against qualified minority immigrant applicants with foreign credentials. It also examines the validity of credential accreditation as a means for reducing this bias. Specifically, the accreditation of credentials immunizes the evaluation of credentials from effects of immigrant race or personnel decision makers’ biases.

Chetan Joshi, University of Western Ontario

Joerg Dietz, University of Western Ontario

Victoria Esses, University of Western Ontario

Caroline W. Bennett-AbuAyyash, University of Western Ontario

Submitter: Chetan Joshi, cjoshi@ivey.uwo.ca

81-12 Gender-Based Value Differences in the Expectation of Organizational Commitment

By examining gender socialization and the expectation of commitment, this study adds a piece to the puzzle of gender differences in organizational commitment. Quantitative and qualitative responses provide insight into differing expectations of commitment for male and female employees in 5 areas: supervisor, workgroup, occupation, organizational goals, and money.

Erin C. Marcotte, University of Western Ontario

Catherine T. Kwantes, University of Windsor

Submitter: Catherine Kwantes, ckwantes@uwindsor.ca

81-13 Generation Y’s Attitudes Towards Contemporary Human Resource Practices

This study examined the attitudes Generation Y has towards various human resource practices in terms of the importance, obligation, and effort levels they should evoke in the workplace. Career development was found to be the most important HR practice and generated the highest level of obligation and effort.

Neli Remo, University of Windsor

Catherine T. Kwantes, University of Windsor

Submitter: Catherine Kwantes, ckwantes@uwindsor.ca

81-14 Is the Glass Ceiling Broken? Findings From Exit Interview Data

Research on the glass ceiling suggests that women are limited in advancement opportunities, but does it also make women leave jobs? This study focused on exit interview data across more than 2,000 former employees. Results suggest that although the glass ceiling may be breaking, it has not yet fully shattered.

Suzanne L. Dean, Wright State University

Megan K. Leasher, HR Chally Group

Submitter: Megan Leasher, megankleasher@gmail.

81-15 Is Racioethnic Dissimilarity Dissatisfying? It Depends on Who You Ask

Numerous studies have examined the effects of workplace dissimilarity. However, few have looked at how workplace dissimilarity affects life satisfaction. This study found that though the dissimilarity–satisfaction linkage is more positive for racioethnic minorities, the magnitude of these differences seems contingent upon the employee’s level of prejudice.

Brooke Lerman, University of Houston

Derek R. Avery, University of Houston

Submitter: Brooke Lerman, brookelerman@yahoo.com

81-16 Attracting Female Applicants: Do Numbers in Management Matter?

An important goal for organizations is to develop recruitment strategies that will optimize the amount of female applicants they can attract. This study examined and found that the role of numeric gender imbalance in management influences women’s (and men’s) attraction to an organization.

Carolyn E. MacCann, University of Houston

Michelle (Mikki) Hebl, Rice University

Jane Sundermann, Rice University

Submitter: Juan Madera, jmmadera@uh.edu

81-17 Labeling Outcomes of Racial Harassment/ Discrimination Behaviors Among Active Duty Members

Studies have shown that labeling experiences as sexual harassment has little impact on negative outcomes of those experiences. This study uses structural equation modeling to also demonstrate that labeling of experiences as racial/ethnic harassment/discrimination offers little insight into measures of well-being, intentions to stay, or satisfaction with coworkers and supervisors.

Kenneth Matos, George Washington University

Sophia Carr Friday, SRA International Inc.

Rachel N. Lipari, Defense Manpower Data Center

Submitter: Kenneth Matos, kenneth.matos@osd.pentagon.mil

81-18 Model of the Perceived Organizational Value for Diversity–Voluntary Turnover Relationship

Hierarchical linear model results from 40,164 store associates of a large, U.S. retail organization supported study hypotheses. Relative to diversity climate, value for diversity was negatively related to turnover during the following year through increased organizational commitment and intentions to remain. Financial analyses of these effects revealed important bottom-line implications.

Patrick F. McKay, Rutgers University

Derek R. Avery, University of Houston

William Castellano, Rutgers University

Mark A. Morris, JCPenney

Submitter: Patrick McKay, pmckay@smlr.rutgers.edu

81-19 Schemas, Social Norms, and Changing Attitudes Toward Affirmative Action Programs

Attitudes toward affirmative action programs (AAPs) are difficult to change. Using Ajzen’s (2005) theory of planned behavior, we found that college students’ attitudes toward AAPs were more favorable when AAPs were called “opportunity policies” rather than “affirmative action,” but the presence of a social norm had mixed effects.

Andrew Knapp, SUNY Brockport

Laurel A. McNall, SUNY Brockport

Submitter: Laurel McNall, lmcnall@brockport.edu

81-20 Latina Perceptions of Diversity Climate in the Military

Two studies were conducted to examine outcomes and moderators of diversity climate for Latinas in the military. The relationships among diversity climate and organizational effectiveness were assessed. Diversity climate was a significant predictor of organizational effectiveness dimensions, whereas trust and transformational leadership emerged as moderators.

Kizzy M. Parks, K. Parks Consulting Inc.

Stephen Knouse, University of Louisiana-Lafayette

Loring J. Crepeau, Defense Equal Opportunity Management Institute (DEOMI)

Daniel P. McDonald, Defense Equal Opportunity Management Institute (DEOMI)

Thomas D. Kupchick, Jr., Florida Institute of Technology

Submitter: Kizzy Parks, kparks@kparksconsulting.com

81-21 Heterosexism in Employment Decisions: The Perceived Impact of Job Misfit

We developed and tested a model of heterosexism in employment decisions based on the lack of fit model of discrimination and social-psychological research on attitudes toward gay men and lesbians. Theoretical and practical implications are discussed.

Arup Varma, Loyola University Chicago

Tamara Bruce, Michigan State University

Submitter: Shaun Pichler, pichlers@msu.edu

81-22 Motherhood Bias in Promotion Decisions

Bias against mothers in the workplace was examined in this study by looking at decision-making processes in a promotion context. By implementing a structured free recall intervention, we attempted to eliminate this potential bias and emphasize the need for gender equality in the hiring and promoting process.

Christa E. Palmer, Colorado State University

Stefanie Putter, Colorado State University

Natalie Wolfson, Colorado State University

Paige Gardner, Colorado State University

Submitter: Stefanie Putter, stefanie.putter@gmail.com

81-23 Contextual Influences on Attributions of Racial Discrimination in Work Groups

This study examined how contextual characteristics of work groups (i.e., racially skewed versus balanced groups; racial match) influenced the likelihood of attributing unfavorable personnel decisions to racial discrimination. Results of a scenario experiment revealed that groups’ relational context influenced attributions of discrimination above and beyond individuals’ race.

Brent Lyons, Michigan State University

Jana L. Raver, Queen’s University

Submitter: Jana Raver, jraver@business.queensu.ca

81-24 Person–Organization Fit and Diversity: Integrating the Literatures, Resolving a Paradox

Some research in the organizational sciences literature purports beneficial advantages of having homogenous organizational members (i.e., person–organization fit); however, other research purports beneficial advantages of having heterogeneous members (i.e., diversity). A possible answer to this paradox is presented in this paper. Empirically testable propositions and practical implications are discussed.

Stephen D. Risavy, University of Guelph

Submitter: Stephen Risavy, srisavy@uoguelph.ca

81-25 Observer Intervention in Incidents of Exclusion of People with Disabilities

The role of disability visibility, disability onset, and similarity to the target of exclusion were examined as predictors of observer intervention among 176 participants responding to scenarios of exclusion of people with disabilities. Prosocial orientation of observers and perceptions of costs and benefits of involvement affected decisions to intervene.

Susan D’Mello, University of Minnesota

Ann Marie Ryan, Michigan State University

Submitter: Ann Marie Ryan, ryanan@msu.edu

81-26 Diverse Faculty in the Sciences: Attitudes, Performance, and Fair Treatment

A survey of faculty members from a large public university examined differences in attitudes, perceived performance, and equality of treatment comparing science and non-science fields. Implications for improving organizational policies and procedures as well as the work climate for members of marginalized groups (i.e., women and ethnic/racial minorities) are discussed.

Lauren V. Blackwell, University of Oklahoma

Lori Anderson Snyder, University of Oklahoma

Felicia O. Mokuolu, University of Oklahoma

Jennifer Carmichael, University of Oklahoma

Submitter: Lori Snyder, lsnyder@psychology.ou.edu

81-27 Does Ethnic Identity Influence Applicant Attraction To Organizational Recruitment Brochures?

This study investigated the relationship between the ethnic identity of African-American and Caucasian job applicants and their attraction to organizations as a function of the racial diversity depicted in recruitment brochures. The 3-way interaction between participant race, ethnic identity, and the racial diversity depicted in the brochure was examined.

Charles Levi Wells, Wayne State University

Sebastiano A. Fisicaro, Wayne State University

Submitter: Charles Wells, IV, cwells@wayne.edu

81-28 The Impact of College on Students’ Diversity Readiness

Many organizations value workplace diversity and devote large expenditures to achieve this. As a college student entering the workplace, being diversity ready may represent an asset to organizations. This study considers the impact of college on students’ diversity attitudes and their diversity readiness in preparation for encountering a diverse workforce.

Felice Williams, Virginia Tech

Kevin D. Carlson, Virginia Tech

Submitter: Felice Williams, willif05@vt.edu

81-29 Gender and Measurement Equivalence of Managerial Performance Ratings

We tested for measurement equivalence across performance ratings of male and female managers. We also tested for measurement equivalence in ratings of managers across rater gender. We found a lack of metric invariance in both cases, suggesting that manager gender and rater gender influence the way leader performance is conceptualized.

Elizabeth Scharlau, University of Georgia

Bethany H. Bynum, University of Georgia

Brian J. Hoffman, University of Georgia

William A. Gentry, Center for Creative Leadership

Submitter: Elizabeth Scharlau, Scharlau@uga.edu

81-30 Ethnicity Differences in Acquiescence Bias

Acquiescence bias is defined as a test taker’s tendency to agree with assessment items regardless of their content and meaning. Using large datasets from 2 personality assessments, this study examines U.S. ethnic group differences in acquiescence bias. Convergence and stability of acquiescence bias indices are also examined.

Stephen Nichols, Hogan Assessment Systems

Kevin D. Meyer, Hogan Assessment Systems

Submitter: Stephen Nichols, snichols@hoganassessments.com

82. Interactive Posters: 3:30 PM–4:20 PM  
Napoleon D1-D2

The Illegal We Do Immediately: The Unconstitutional Takes a Little Longer

Scott B. Morris, Illinois Institute of Technology, Facilitator

82-1 Dispositional and Situational Determinants of Legal-Claiming Behaviors

This study examined how dispositional and situational factors impact legal-claiming behaviors after controlling for justice perceptions. Results provided support that proactive personality and trust propensity were directly related to legal-claiming outcomes. Moreover, trust propensity and organizational responses moderated the relationship between justice perceptions and legal-claiming outcomes.

Cody L. Chullen, Purdue University

Benjamin B. Dunford, Purdue University

Dennis J. Devine, Indiana University Purdue University Indianapolis

Submitter: Cody Chullen, cchullen@purdue.edu

82-2 Juror Decisions in Wrongful Termination Cases: A Multilevel Justice Perspective

We used a policy-capturing methodology to examine the impact of jurors’ perceptions of organizational justice on disparate treatment verdicts. Results indicated the strongest effects for distributive and informational justice and significant variability in both propensity to assign guilt and strength of the effect of distributive and procedural justice perceptions.

James E. Campion, University of Houston

Kayo Sady, University of Houston

Submitter: Chester Hanvey, chesterhanvey@yahoo.com

82-3 Disabilities in Discrimination Claims: Disabled Claimants and Merit Perceptions

These studies were conducted to investigate how disability status affects perceptions of merit and dispute resolution methods used by employers. We found that discrimination claims made by disabled claimants were perceived as more meritorious than nondisabled claimants. Employers were more likely to agree to meditation for a disabled claimant.

Jessica L. Siegel, University of Arizona

Matthew Pearsall, University of Maryland

Barry M. Goldman, University of Arizona

Terry Connolly, University of Arizona

Submitter: Jessica Siegel, jsiegel1@email.arizona.edu

82-4 Ideals Versus Reality: Analysis of Current Practices in Assessment Norming

We reviewed standards to determine the level of instruction provided to test publishers for assessment norming. We then analyzed applied practices for nearly 40 assessments currently available. Our findings illustrate a divide between the “ideal” preached in standards and the “reality” of assessment norming practices as they currently exist.

Kevin D. Meyer, Hogan Assessment Systems

Blaine H. Gaddis, Hogan Assessment Systems

Submitter: Blaine Gaddis, bgaddis@hoganassessments.com

83. Symposium/Forum: 3:30 PM–4:50 PM  
Napoleon D3

An International Symposium on Disentangling Engagement

Engagement tends to be conceptualized in many different ways without delineating it clearly from other constructs. The symposium addresses the question of how engagement can be embedded into a nomological net that defines its antecedents, correlates, and consequences. Empirical evidence is presented supporting these propositions that have clear practical implications.

Hannah Olsen, SHL Group Ltd, Chair

Steven Fleck, SHL Group Ltd, Ilke Inceoglu, SHL Group Ltd, Dave Bartram, SHL Group Ltd, A Comprehensive Framework for Understanding and Predicting Engagement

Ilke Inceoglu, SHL Group Ltd, Peter B. Warr, University of Sheffield, Person-Oriented Aspects of Job Design: Predicting Engagement From Person–Job Fit

Jesse Segers, University of Antwerp, Peggy De Prins, University of Antwerp, Sonja Brouwers, Hay Group, Daniel Vloeberghs, University of Antwerp, How Perceived Leadership Engages Employees and Makes Them Happy

Richard Carter, Macquarie University, Sharon Parker, University of Sheffield, Richard Badham, Macquarie University, Paul Nesbit, Macquarie University, Increasing Employee Engagement and Performance: A Self-Efficacy-Based Intervention

Benjamin Schneider, University of Maryland/Valtera, Discussant

Submitter: Dave Bartram, dave.bartram@shlgroup.com

84. Panel Discussion: 3:30 PM–4:50 PM  

Practical Issues in Developing Construct-Based Situational Judgment Tests

Recent calls for the development of “construct-based” SJTs have focused on assimilating research findings and recommendations in order to inform practice (e.g., Weekley & Ployhart, 2006). Practitioners from leading consulting companies share their experiences developing and implementing construct-based situational judgment tests in a variety of contexts around the world.

Aarti Shyamsunder, Kronos, Co-Chair

Lizzette Lima, Development Dimensions International, Co-Chair

Eugene Burke, SHL Group PLC, Panelist

Kristen Horgen, PDRI, Panelist

Kevin Tamanini, Development Dimensions International, Panelist

Lisa Teeter, Development Dimensions International, Panelist

Submitter: Lizzette Lima, lizzette_l@yahoo.com

85. Roundtable Discussion/Conversation Hour: 3:30 PM–4:20 PM  
Oak Alley

Everything I Wish I Knew Before Accepting My First Position

The goal of the informal roundtable is to better prepare students to consider issues and make decisions that will enable them to be more effective in their first jobs, as well as reduce the stress of simply being new. A panel of recent graduates will respond to audience questions.

Cyrillene C. Clark, Hay Group, Host

Brian Roote, University of Georgia, Host

Submitter: Brian Roote, brianroote@gmail.com

86. Symposium/Forum: 3:30 PM–4:20 PM  
Rhythms 1

Supporting Successful Organizational Change Through Change Management

This symposium features organizational change initiatives undertaken at 3 global services companies. Presenters will tell the stories of how these companies applied change management to implement changes of various types. An overview of each of the efforts, tools, lessons learned, and outcomes will be shared.

Linda Diefendorff, Brio Performance Solutions LLC, Chair

Linda Diefendorff, Brio Performance Solutions LLC, Melissa Parinello, Disney ABC Media Networks, Introduction of a Change Management Methodology

Barbara Van Hare, Kinetic Clarity LLC, Expanding Organizational Capacity for Change

Daniel P. Russell, Aon Consulting, The Aon Leadership Model—The DNA of Our Firm

Submitter: Linda Diefendorff, lindadief@yahoo.com

87. Symposium/Forum: 3:30 PM–5:20 PM  
Rhythms 2

Executive Education: Corporate Perspectives on University Partnerships

This session will present 4 case studies of organizations that partner with universities and faculty in different ways to deliver executive education programs. Presenters will outline the format and audience for their development programs, as well as how they incorporate university faculty, facilities, and other speakers into their curriculum.

William Shepherd, Huntington National Bank, Chair

Linda S. Simon, Marriott International, Inc., Executive Education and Development at Marriott International, Inc.

William Shepherd, Huntington National Bank, Executive Education: A “Deep Dive” Approach With One Institution

Kristin Boyle, Coca-Cola Enterprises, Reflections on a Traditional Approach at a Large Organization

Leslie W. Joyce, The Home Depot, Executive Education at The Home Depot

Larry Inks, The Ohio State University, Discussant

Submitter: William Shepherd, williamjamesshepherd@hotmail.com

88. Symposium/Forum: 3:30 PM–4:50 PM  
Rhythms 3

Uncovering the “So What” to Make Research Accessible to Practitioners

Structuring and communicating research with a focus on practical application impacts a researcher’s ability to leverage research to address real-world workplace problems and issues. An academic and 3 applied researchers will share their insights, experiences, and lessons learned about maximizing the value of research in practice.

Nancy Matheson, American Institutes for Research, Chair

Cheryl L. Hendrickson Caster, American Institutes for Research, Nancy Matheson, American Institutes for Research, Bottom-Line Up Front: Packaging Research to Support Performance Improvements

Timothy P. McGonigle, SRA International, Robert F. Calderon, SRA International, Making Research Methodology Accessible to End Users

Michael J. Keeney, Aptima, Inc., Opportunities to Benefit Performance Appraisal Practice Through Academic Research

Roni Reiter-Palmon, University of Nebraska-Omaha, Triparna de Vreede, University of Nebraska-Omaha, Michael J. Keeney, Aptima, Inc., Training for Cross-Cultural Understanding: Disconnect Between Research and Practice

Submitter: Nancy Matheson, nmatheson@air.org

89. Panel Discussion: 3:30 PM–5:20 PM  

Current Issues in Identifying and Growing High-Potential Talent

Finding and developing high potentials is a priority for many organizations eager to retain their competitive edge through strategic talent management. Members of this panel will discuss how their organizations are approaching the identification and development of high potentials. Current practices as well as considerations for future practice development will be addressed.

Michel A. Buffet, Fisher Rock Consulting, Chair

Robin R. Cohen, Rohm & Haas, Panelist

Michael Crespo, Columbia University Teachers College, Panelist

Stephen A. Dwight, Novo Nordisk, Panelist

Lorry A. Olson, Bank of America, Panelist

Submitter: Michel Buffet, michel@fisher-rock.com

90. Symposium/Forum: 4:30 PM–6:00 PM  

What is I-O Psychology’s Role in Supporting Green Business Initiatives?

Environmental sustainability initiatives are becoming more widespread given growing concerns regarding global climate change. As I-O psychologists we need to recognize how our range of expertise in research and data analysis, workforce issues and design, and work-related behavior have much to offer to planning and supporting these greening initiatives.

Michelle Dela Rosa, ICF International, Chair

Linda Brughelli, California Office of the Attorney General/Department of Justice, Sustainability in Practice

Candace Cronin, ICF International, Going Green and Making It Stick

Elise L. Amel, University of St. Thomas, Britain A. Scott, University of St. Thomas, Christie M. Manning, Macalester College, Jacob W. Forsman, University of St. Thomas, Increasing Employees’ Green Behavior

Lance E. Anderson, ICF International, Jennifer L. Harvey, ICF International, Gary Giumetti, Clemson University, Development of an Environmental Impact Job Content Domain

Submitter: Michelle Dela Rosa, mdelarosa@icfi.com

91. Posters: 4:30 PM–5:20 PM  
Napoleon ABC

Job Performance & Appraisal/Citizenship Behavior/Innovation/Creativity

91-1 Creative Problem-Solving Style and Cognitive Work Environment Demands

Senior-level managers have a stronger preference for conceptualization than lower level employees who have a stronger preference for implementation. Differences in creative problem-solving style were also discovered among occupations, reflecting different cognitive demands of the work environment.

Marino Sidney Basadur, McMaster University

Garry Gelade, Business Analytic Ltd.

Submitter: Marino Basadur, min@basadur.com

91-2 Effects of Forecasting on Creative Problem Solving: An Experimental Study

Research suggests that forecasting might influence idea evaluation and implementation planning. In this study, new product advertising campaigns were developed. During this development, participants forecasted the expected outcomes of their ideas and the impact of an implementation plan. The results indicate that forecasting extensiveness was related to more creative campaigns.

Cristina L. Byrne, University of Oklahoma

Michael D. Mumford, University of Oklahoma

Submitter: Cristina Byrne, cristina.byrne@ou.edu

91-3 Feedback Seeking as a Self-Regulation Strategy for Creative Performance

Using a sample of 456 supervisor–employee dyads, this study examined individuals’ feedback-seeking behaviors as a self-regulation strategy for creative performance. Results show that employees’ cognitive style and perceived organizational support for creativity affected their feedback-seeking patterns. Furthermore, feedback seeking related to supervisor ratings of employee creative performance.

Katleen De Stobbeleir, Vlerick Leuven Gent Management School

Susan J. Ashford, University of Michigan

Dirk Buyens, Ghent University

Submitter: Katleen De Stobbeleir, katleen.destobbeleir@vlerick.be

91-4 Leader–Member Exchange and Creative and Proactive Behaviors

In this study, we examined the relationship between leader–member exchange (LMX) and creative and proactive behaviors in a sample of 279 employees of a high-tech company. We investigated whether the relationship is best represented as linear or curvilinear. Findings yield support for a nonlinear relationship.

Judith Volmer, University of Erlangen

Alexandra Linz, University of Erlangen

Submitter: Judith Volmer, judith.volmer@sozpsy.phil.uni-erlangen.de

91-5 Personality and Creativity: A Pattern Approach

Defined as the intersection of novelty and utility, creativity is often studied through a variable approach. The pattern approach emphasizes the interaction of several variables within the individual. This study identifies group differences in creativity based on patterns of variables from the 5-factor model (FFM) and general intelligence.

Justin Yurkovich, University of Nebraska-Omaha

Roni Reiter-Palmon, University of Nebraska-Omaha

Joseph M. James, Kenexa

Submitter: Justin Yurkovich, yurkovich@gmail.com

91-6 Innovation Through Enhanced Customer Knowledge Conversion Capabilities

This conceptual paper examines the role of customer knowledge conversion and shared meaning in new product development (NPD) teams. We present 2 models, 1 showing the blueprint of NPD teams’ learning process from customers and the second illustrating the relationships among knowledge conversion, shared meaning, product innovativeness, and customer satisfaction.

Haisu Zhang, University of Illinois at Chicago

Timothy Basadur, University of Illinois at Chicago

Submitter: Haisu Zhang, hzhang28@uic.edu

91-7 Examining the Regulatory Focus–Creativity Relationship in a Field Setting

This study examines the main effects of regulatory focus and its interactive effects with management interventions on creativity in organizations. Data from 3 organizations demonstrated that although prevention focus was negatively related to creativity, promotion focus was positively related to creativity when individual participation or intellectual stimulation was high.

Qin Zhou, Twente University

Submitter: Qin Zhou, q.zhou@utwente.nl

91-8 It’s a Matter of Respect: A Model of Workplace Civility

In contrast to workplace incivility, workplace civility has been largely ignored by management researchers. Drawing on literature from other disciplines, we define workplace civility as entailing respect for 2 universal human rights: the right to human dignity and the right to privacy. Also, we articulate a model of workplace civility.

Kristin Byron, Syracuse University

Frank Mullins, Syracuse University

Yitzhak Fried, Syracuse University

Submitter: Kristin Byron, klbyron@syr.edu

91-9 Deliberative Processes of Proffering and Withholding OCB at Work

In the 2 studies, we reexamine the discretionary nature of organizational citizenship behavior (OCB) and the factors influencing employee decisions about withholding and making citizenship contributions. We show that OCB can be discretionary in nature and highlight the practical and research implications that follow.

Sankalp Chaturvedi, Imperial College London

Daniel J. McAllister, National University of Singapore

Submitter: Sankalp Chaturvedi, sankalp.chaturvedi@gmail.com

91-10 Perceptions of Ethics and OCB: The Mediating Role of Trust

This study examined the relationship between perceptions of ethics and OCB. Perceptions of ethics were based on ethics codes and peer behavior regarding ethics. Depending on the source, OCB was targeted at other individuals or the organization. The effect of both sources on OCB was mediated by trust.

Jacob S. Fischer, University of Missouri-St Louis

Thomas D. Fletcher, State Farm Insurance

Submitter: Jacob Fischer, jacobfischer@umsl.edu

91-11 Is That My Job? Setting the Stage for OCB

The study examined effects of reciprocation wariness and structural interdependence on OCB role definition and OCB. Experimental data of 49 3-person groups support that OCB role definition mediates the relationship between interdependence and OCB. Closer examination of OCB role definition suggests that perceptions of OCB may be context dependent.

Rebecca L. Fraser, George Washington University

Dana M. Glenn-Dunleavy, Association of American Medical Colleges

Jaclyn M. Jensen, George Washington University

Kristina N. Bauer, George Washington University

Submitter: Rebecca Fraser, rebecca.fraser1@gmail.com

91-12 Personality and Organizational Citizenship Behaviors: Mediating Role of Organizational Commitment

This paper examines whether the effects of relevant personality traits on organizational citizenship behaviors (OCB) are mediated by organizational commitment (OC). Path-analysis results indicate that the effect of Conscientiousness on OCB-O is mainly indirect through the mediation of OC, whereas the effect of Agreeableness on OCB-I is mainly direct.

In-Sue Oh, University of Iowa

Russell Guay, University of Iowa

Daejeong Choi, University of Iowa

Kang-Hyun Shin, Ajou University

Submitter: Russell Guay, rguay47564@aol.com

91-13 Person by Situation Interactions and Self-Regulation of Organizational Citizenship Behaviors

An experimental design was employed to examine OCBs from a person–situation interactionist perspective. Results support a distinction between processes impacting the decision to render aid and subsequent effort expenditure. Results also support an interaction between situational fairness and self-schema helpfulness on effort expenditure. Implications for future OCB research are discussed.

Julie Osowski, U.S. Office of Personnel Management

Neil M. A. Hauenstein, Virginia Tech

Submitter: Neil Hauenstein, nhauen@vt.edu

91-14 Employee Shortcuts: Exploring the Types, Motives, and Outcomes of Shortcuts

Shortcuts occur when employees deviate from routines and standard operating procedures to save time or improve efficiency. Given the lack of scholarly research, this paper reports the results of a qualitative critical incidents study that explicates different types, motives, and various outcomes of employee shortcuts.

Jaclyn M. Jensen, George Washington University

Linn Van Dyne, Michigan State University

Submitter: Jaclyn Jensen, jmn1@gwu.edu

91-15 Why Be Nice? The Role of Other Orientation in Motivating OCB

Drawing on theories of other-orientation and social exchange, we focus on 2 mechanisms leading to OCB, norm of reciprocity, and expected returns. Two laboratory studies demonstrated that other-oriented persons help more when the norm of reciprocity was salient, whereas persons low in other orientation help more when expected returns were high.

Sophia S. Jeong, University of South Carolina

M. Audrey Korsgaard, University of South Carolina

Bruce M. Meglino, University of South Carolina

Scott W. Lester, University of Wisconsin-Eau Claire

Submitter: Sophia Jeong, sophia.jeong@moore.sc.edu

91-16 The Relationship Between Core Self-Evaluations and Organizational Citizenship Behavior

Results revealed that women were more likely to engage in organizational citizenship behaviors (OCB) directed at individuals, whereas older employees were more likely to engage in OCB directed towards the organization. When employee job satisfaction was low, those lowest in core self-evaluations reported more OCB directed at their organization.

Christopher Jewett, East Carolina University

Alan G. Walker, Auburn University

Karl L. Wuensch, East Carolina University

John G. Cope, East Carolina University

Submitter: Christopher Jewett, jewett.chris@gmail.com

91-17 Development and Validation of a Measure of Organizational Threat Recognition

We developed the concept of workplace threat recognition and created measures to assess this new construct. Convergent results from a survey study and laboratory study supported the a priori factor structure and nomonological network of this construct and suggested that it represents a unique aspect of performance.

Seth A. Kaplan, George Mason University

Lindsay Hawkins, Federation of State Boards of Physical Therapy

James N. Kurtessis, George Mason University

Alicia Stachowski, George Mason University

Submitter: Seth Kaplan, skaplan1@gmu.edu

91-18 Proactive Behaviors and Employee Outcomes Among Chinese Employees

This study examined the effects of proactive behaviors on employee outcomes in China. The results from 280 newcomer–supervisor pairs revealed that proactive behaviors significantly influenced task mastery and social integration. In addition, supervisors’ traditionality significantly interacted with proactive behaviors to influence newcomers’ task mastery and social integration.

Jie Wang, City University of Hong Kong

Tae-Yeol Kim, City University of Hong Kong

Submitter: Tae-Yeol Kim, bestkty@cityu.edu.hk

91-19 What’s in It for Me? Giving Versus Receiving Workplace Help

This study was conducted to examine if there is any benefit for individuals when they engage in helping behaviors. Specifically, the relationship between giving/receiving help in the workplace and employee well-being was examined. Gender was also investigated as a possible moderator of the relationship between giving/receiving and employee outcomes.

Lisa Baranik, University of Georgia

Ashley Morrison, University of Georgia

Lillian T. Eby, University of Georgia

Submitter: Ashley Morrison, mmorri11@uga.edu

91-20 Examining the Relationship Between Proactive Personality and Career Success

With increasing levels of employee autonomy and responsibility in today’s workforce, proactive behavior and the performance of discretionary, extra-role work behaviors are becoming vital to effective organizational functioning. This study examined how proactive personality relates to career success through extra-role behaviors including innovation, contextual performance, and organizational citizenship behavior.

Jeremy J. Owens, University of Tennessee at Chattanooga

Christopher J. L. Cunningham, University of Tennessee at Chattanooga

Submitter: Jeremy Owens, jeremyowens10@hotmail.com

91-21 Who Benefits From Organizational Citizenship Behavior?

Significant differences were found in ratings of how co-workers, supervisors, the company, customers, and the benefactor him/herself benefited from organizational citizenship behaviors. Although particular OCBs benefited recipients differently, most still were rated as beneficial to the organization; therefore, they are appropriate means for expressing reciprocity with a benevolent organization.

Thomas D. Taber, University at Albany-SUNY

John W. Michel, Towson University

Kevin J. Williams, University at Albany-SUNY

Submitter: Thomas Taber, t.taber@albany.edu

91-22 Above and Beyond: Predicting Extra-Role Behaviors in the Workplace

We examine the relationship of perceived fit and the workplace social environment on employees’ extra-role behaviors. Using a questionnaire and the MSCEIT V2 EI abilities test, we found the social environment positively influenced individual and organizational extra-role behaviors. Perceived job and organization fit positively influenced organizational extra-role behaviors.

Dora M. Luk, City University of Hong Kong

Doan E. Winkel, University of Wisconsin-Milwaukee

Margaret Shaffer, University of Wisconsin-Milwaukee

Submitter: Doan Winkel, doanemil@msn.com

91-23 Testing the Dimensionality of Organizational Citizenship Behaviors and Contextual Performance

Organizational citizenship behavior (OCB) consists of 5 types of behaviors. OCB has been equated with contextual performance, which also consists of 5 types of behaviors. In this study, different dimensional models of these constructs were tested. Separate dimensions were distinguishable in self- and peer ratings, but not in supervisor ratings.

David E. Woycheshin, University of Western Ontario

Richard D. Goffin, University of Western Ontario

Submitter: David Woycheshin, dave_woycheshin@shaw.ca

91-24 Person–Environment Fit, Organizational Commitment, and Job Performance Behaviors

This study proposed that the relationships between employee’s perceived fits and job performance behaviors (organizational citizenship behavior [OCB] and task performance) would be mediated and also moderated by organizational commitment. We examined 3 types of fits, including person–organization, person–supervisor, and person–coworkers. The findings supported most of our hypotheses.

Jee Young Seong, Seoul National University

Won-Woo Park, Seoul National University

Wonseok Choi, Seoul National University

Seokhwa Yun, Seoul National University

Submitter: Seokhwa Yun, syun@snu.ac.kr

91-25 Specifying Correlations and Mean Differences in Monte Carlo Simulations

Monte Carlo simulation is a useful approach to examining a range of methodological and substantive questions. This paper discusses issues in generating data that conform to both specified correlations and mean differences. An approach to dealing with this situation is presented along with SAS/IML code for implementing the method.

Patrick D. Converse, Florida Institute of Technology

Frederick L. Oswald, Rice University

Submitter: Patrick Converse, pconvers@fit.edu

91-26 Relationship Quality and Justice Perceptions as Predictors of Feedback Reactions

We conducted 2 studies to examine the influence of supervisor–subordinate relationship quality and employees’ justice perceptions on feedback reactions. Results from a sample of 219 (Study 1) and 83 (Study 2) employees showed that employees respond more positively to feedback when either relationship quality or perceived justice is high.

Marjolein Feys, Ghent University

Nele Libbrecht, Ghent University

Frederik Anseel, Ghent University

Filip Lievens, Ghent University

Submitter: Frederik Anseel, Frederik.Anseel@ugent.be

91-27 Rating Formats and Perceptions of Performance Appraisal Fairness

The type of rating form (absolute versus relative) can influence fairness perceptions of the person being rated. Contrary to expectations, results of an empirical study suggest that the Forced Distribution Scale (common relative rating format) can engender greater perceptions of appraisal fairness than the Graphic Rating Scale (common absolute format).

Pat M. Caputo, Aon Consulting

Sylvia G. Roch, University at Albany, SUNY

Submitter: Pat Caputo, patcaputo@gmail.com

91-28 Rater Goals and Target Performance: Different Goals for Different Targets?

This study examined whether rater goals change based on target performance level. Results indicated that motivation goals were positively associated with target performance, whereas identifying weaknesses goals were negatively associated with target performance. There was an interaction between rater Conscientiousness and target performance on identifying weaknesses goals and motivation goals.

Jessica R. Deares, ICF International

Dana M. Glenn-Dunleavy, Association of American Medical Colleges

Salman A. Jaffer, George Washington University

Josann Farrell, George Washington University

Submitter: Jessica Deares, jdeares@gwu.edu

91-29 Rating Scale Labels Effects on Leniency Bias in 360-Degree Feedback

Rater leniency and low variability are common issues in 360-degree feedback ratings, especially when feedback results are tied to administrative decisions. This study explored the effects of changing to more positive rating scale anchors on the mean scores and variability using a 360-degree feedback survey.

Andrew D. English, 3D Group

Dale S. Rose, 3D Group

Jillian McLellan, San Francisco State University

Submitter: Andrew English, aenglish@3dgroup.net

91-30 Who Matters Most? Multirater Sources Differentially Predict Performance and Engagement

Multirater feedback results were correlated with performance and employee engagement scores. Findings replicate previous research finding manager and direct report competency ratings to be statistically significant predictors of job performance (Sala & Dwight, 2002). Validity of multirater feedback varies based on the source and nature of the competency being measured.

Julie Henderson, Rutgers University/Novo Nordisk, Inc.

Stephen A. Dwight, Novo Nordisk

Submitter: Julie Henderson, juhenderson@gmail.com

91-31 Rating Multisource Feedback Ratings: A Guide to Validating Multisource Systems

This paper described and illustrated an approach to validating multisource feedback instruments by using real multisource data. The major areas covered in this paper include content validity, internal structure, reliability, conceptual equivalency, and construct validity. Validity was explored as a unitary process that is analogous to standard hypothesis testing.

John P. Steele, Army Research Institute

Submitter: John Steele, jpsteele@ksu.edu

91-32 Antecedents and Consequences of Impression Management: A Field Study

We investigated the antecedents of impression management, as well as its effects in an adult working sample. Using the HEXACO model, we found that Honesty–Humility, Extraversion, Agreeableness, and Conscientiousness correlated with different impression management behaviors. Further, impression management tactics were differentially related to supervisor and co-worker ratings of OCB.

Joshua S. Bourdage, University of Calgary

Kibeom Lee, University of Calgary

Babatunde Ogunfowora, University of Calgary

Submitter: Joshua Bourdage, jbordage@ucalgary.ca

92. Interactive Posters: 4:30 PM–5:20 PM  
Napoleon D1-D2

Political Skill: A Sneaky Way to Be Machiavellian

Zinta S. Byrne, Colorado State University, Facilitator

92-1 Meta-Analysis of the Research on Political Skill and Job Performance

Political skill has been shown to predict job performance. However, using a meta-analysis, we found that the extent of the social requirements of jobs strongly moderated the nature of the relationship between employee political skill and job performance. Implications for personnel selection practices are discussed.

Mark N. Bing, University of Mississippi

Inneka Minor, Alcorn State University

H. Kristl Davison, University of Mississippi

Milorad Novicevic, University of Mississippi

Submitter: Mark Bing, mbing@bus.olemiss.edu

92-2 Do Personality Differences Exist in the Managerial Hierarchy?

This study examines personality differences across 3 levels of management: supervisors, managers, and executives. Results showed that, although all 3 groups share high levels of Emotional Stability, Extraversion, and Conscientiousness, some differences in average profiles and relationships between personality scales and performance did emerge.

Craig A. Johnson, Hogan Assessment Systems

Jeff Foster, Hogan Assessment Systems

Matthew R. Lemming, Hogan Assessment Systems

Submitter: Craig Johnson, cjohns38@gmail.com

92-3 Political Skill in Organizations: Importance Depends on Who You Are

This study evaluated the relative importance and variance explained by political skill dimensions in group performance when rated by multiple sources. Results revealed that political skill significantly predicted group performance when rated by peers, subordinates, and self, but not supervisors. However, differences in relative importance were not significant.

John P. Meriac, University of Missouri-St. Louis

Phillip W. Braddy, Center for Creative Leadership

Carrie A. Blair, College of Charleston

Submitter: John Meriac, meriacj@umsl.edu

92-4 Does Instructor Political Skill Influence Training Outcomes for Organizational Employees?

Using data from 1,532 student surveys and 53 instructors, we examined relations among 4 facets of instructors’ political skill on students’ intent to transfer training material. Surprisingly, results indicated that instructors’ political skill was negatively related to students’ intentions to transfer training material.

Alex Milam, University of Houston

Sabrina Volpone, University of Houston

Cristina Rubino, University of Houston

Christiane Spitzmueller, University of Frankfurt/University of Houston

Ari A. Malka, University of Houston

Submitter: Alex Milam, alexcmilam@yahoo.com

93. Roundtable Discussion/Conversation Hour: 4:30 PM–5:50 PM  
Oak Alley

Sharing Teaching Ideas Among Undergraduate I-O Instructors

The purpose of this session is to develop a community of undergraduate I-O instructors by sharing effective teaching strategies for common I-O topics. We will view the updated SIOP wiki on teaching resources (http://siopwiki.wetpaint.com). Then, we will ask the audience to share teaching ideas to be placed on the wiki.

Julie S. Lyon, Roanoke College, Host

Wendi J. Everton, Eastern Connecticut State University, Host

Michael Horvath, Cleveland State University, Host

Robert T. Brill, Moravian College, Host

Submitter: Julie Lyon, lyon@roanoke.edu

94. Symposium/Forum: 4:30 PM–5:50 PM  
Rhythms 1

Unraveling Ethnic Differences in Structured Interviews

This symposium clarifies the extent to which ethnic groups differ on structured interviews after correcting for range restriction at the applicant level, explores rater bias as an explanation for group differences, and discusses the viability of using video-based situational interviews as a solution for further reducing group differences.

Kyle E. Brink, Personnel Board of Jefferson County, Chair

Jeffrey L. Crenshaw, Personnel Board of Jefferson County, Co-Chair

Jeffrey L. Crenshaw, Personnel Board of Jefferson County, Impact of Range Restriction Corrections on Structured Interview Group Differences

David B. Birkelbach, Operational Technologies, Corp., Kyle E. Brink, Personnel Board of Jefferson County, Charles E. Lance, University of Georgia, Race Bias in Structured Interview and Assessment Center Ratings

Brian L. Bellenger, Personnel Board of Jefferson County, Jeffrey L. Crenshaw, Personnel Board of Jefferson County, Examining Racial Bias in the Assessment of Employment Interviews

Kyle E. Brink, Personnel Board of Jefferson County, Jeffrey L. Crenshaw, Personnel Board of Jefferson County, Comparing Black–White Differences on Video Versus Audio Structured Situational Interviews

Harold W. Goldstein, Baruch College, CUNY, Discussant

Submitter: Kyle Brink, brinkk@pbjcal.org

95. Special Events: 5:00 PM–5:50 PM  

Closing Keynote: SHRM President Laurence (Lon) G. O’Neil

Laurence (Lon) O’Neil, president and CEO of SHRM, the world’s largest human resource management association, representing more than 245,000 professionals in 130 countries, will serve as the theme track’s closing keynote and provide his perspective on the future of evidence-based management.

Gary P. Latham, University of Toronto, Chair

Laurence (Lon) G. O’Neil, SHRM, Presenter

96. Symposium/Forum: 5:00 PM–5:50 PM  

Common Practices for Implementing and Measuring Leadership Coaching

Leadership coaching is a fairly new field of training yet filled with many questions regarding how to get the most out of coaching. Researchers and practitioners share case examples, qualitative data, and quantitative data to illustrate best practices for implementing and evaluating the effectiveness of leadership coaching.

Ashley M. Guidroz, Denison Consulting, Chair

Kimberly Shepherd, Shepherd Leadership Consulting Group, Establishing an Effective Coaching Program With Clients

David H. Oliver, PepsiCo International, W. Robert Lewis, University of Connecticut, Building, Maintaining, and Evaluating a Network of International Coaches

Suzanne M. Miklos, O.E. Strategies, Inc., Coaching the Whole Person

Ryan Smerek, University of Michigan, Leadership Coaching and Self-Perceived Changes in Managerial Behaviors

Submitter: Ashley Guidroz, aguidroz@denisonculture.com

97. Symposium/Forum: 5:00 PM–5:50 PM  
Grand Chenier

The Importance of Values: Understanding Workplace Diversity and Work–Life Issues

Values are very significant in diversity research because diversity implies a multicultural framework with different cultures possessing different value systems. The authors in this symposium examine how values impact diversity and work–life issues. Findings suggest that values play an important role for both job seekers and job incumbents.

Ann H. Huffman, Northern Arizona University, Chair

Julie Holliday Wayne, Wake Forest University, Do Compensation, Work–Family Programs, and Diversity Influence Job Choice?

Wendy J. Casper, University of Texas at Arlington, Applicant Preferences: Compensation, Work–Family, Diversity, and Employee Development Policies

Eden B. King, George Mason University, Laura G. Barron, Rice University, Chad Peddie, George Mason University, Social Identities Across the Work/Nonwork Divide

Kristine J. Olson, Wasington State University-Vancouver, Ann H. Huffman, Northern Arizona University, Pedro Ignacio Leiva, Universidad Catolica de Valparaiso, Values and Work–Family Conflict: Examining Hispanic and Non-Hispanic Employees

Debra A. Major, Old Dominion University, Discussant

Submitter: Ann Huffman, ann.huffman@nau.edu

98. Panel Discussion: 5:00 PM–5:50 PM  
Grand Couteau

The Revolving Door Effect: Innovations in Employee Retention Strategies

Many jobs in our economy suffer from chronically high turnover and low retention. Increasing pay and benefits is not always possible. This expert discussion will highlight critical issues various industries encounter when trying to retain their workforce and will discuss design considerations for different retention strategies within these industries.

Laura A. Steighner, American Institutes for Research, Chair

Fred A. Mael, Mael Consulting and Coaching, Panelist

Dana E. Sims, Naval Air Warfare Center Training Systems Division (NAWCTSD), Panelist

Michael Ingerick, HumRRO, Panelist

Submitter: Laura Steighner, lsteighner@air.org

99. Panel Discussion: 5:00 PM–5:50 PM  
Minimum Standards for Job Analysis: How Little Is Enough?

Job analyses are common in many I-O psychology projects (e.g., validation projects). However, this step in the process is often downplayed and sometimes even ignored. This expert panel discussion will focus on the issue of the minimum level of effort necessary to conduct a legitimate and legally defensible job analysis.

Mark Alan Smith, Valtera Corporation, Chair

Alexander Alonso, American Institutes for Research, Co-Chair

P. Richard Jeanneret, Valtera Corporation, Panelist

Edward L. Levine, University of South Florida, Panelist

Dwayne G. Norris, American Institutes for Research, Panelist

Jeffrey M. Conte, San Diego State University, Panelist

Submitter: Alexander Alonso, aalonso@air.org

100. Panel Discussion: 5:00 PM–5:50 PM  
Napoleon D3

Lessons Learned From Hourly Level Selection Assessment Implementation

Selection solutions become complex and challenging to design and implement in large scale rollouts. This panel will discuss the challenges faced and solutions found for successful assessment and integrated selection process implementation specific to hourly positions in a variety of organizations.

Charles A. Handler, Rocket-Hire, Chair

Nila Sinha, Bigby, Havis & Associates, Panelist

Lisa Roberts, Burger King Corporation, Panelist

David N. Dickter, PSI, Panelist

Julie Anne Caplinger, Valtera Corporation, Panelist

Submitter: Nila Sinha, nsinha@bigby.com

101. Special Events: 5:00 PM–5:50 PM  

Distinguished Early Career Contributions Award: Personal and Workplace Influences on Employee Well-Being

In this talk, I will review my research on employee well-being, defined broadly to include outcomes such as job satisfaction, work–family balance, relationship quality, and so on. I will discuss how I started doing research on this topic, describe the focus of my current research, and propose some directions for future research.

Timothy A. Judge, University of Florida, Chair

Remus Ilies, Michigan State University, Presenter

102. Special Events: 5:00 PM–5:50 PM  
Rhythms 3

M. Scott Myers Award for Applied Research in the Workplace: Mission Essential Competencies: An Operations-Centric Approach to Improving Training and Job Performance

The Mission Essential Competency (MEC) is a scientifically based approach to defining knowledge, skill, and developmental experience requirements to drive training for complex occupations. Uniquely popular with individuals whose jobs it impacts, it has been used successfully for a wide range of individual, team, and “teams of teams” settings.

Eduardo Salas, University of Central Florida, Chair

Rebecca Beard, The Group for Organizational Effectiveness, Inc., Author

George M. Alliger, The Group for Organizational Effectiveness, Inc., Presenter

Winston Bennett, Training Research Laboratory, Presenter

Charles Colegrove, DMOT, Air Combat Command, Presenter

Michael J. Garrity, Aptima, Inc., Author

103. Posters: 6:00 PM–6:50 PM  
Grand Ballroom A

Top Posters

103-1 Influence of Emotions and Emotion Regulation Strategies on Ethical Decision Making

This study examines an impact of regulated versus unregulated discrete negative emotions, specifically anger and fear, on individual ethical decision making. Inhibitory anger effects were decreased with the help of any regulation strategy, in particular cognitive reappraisal. On the contrary, fear facilitated ethical decision-making with the help of relaxation.

Vykinta Kligyte, Development Dimensions International (DDI)

Shane Connelly, University of Oklahoma

Chase E. Thiel, University of Oklahoma

Lynn D. Devenport, University of Oklahoma

Ryan P. Brown, University of Oklahoma

Michael D. Mumford, University of Oklahoma

Submitter: Vykinta Kligyte, vykinta@gmail.com

103-2 Organizational Inclusiveness, Cultural Intelligence, and Housing Transactions: A Multilevel Investigation

Data from 305 real estate agents from 26 firms suggest that organizational inclusiveness has positive effects on firm and individual performance in terms of the number of housing transactions occurring between people of different cultural origins. Cultural intelligence enhanced the above relationships at both the firm and individual levels.

Xiao-Ping Chen, University of Washington

Rebecca Portnoy, University of Washington

Dong Liu, University of Washington

Submitter: Dong Liu, dongliu@u.washington.edu

103-3 Measurement Equivalence of Bilingual and Native Responses to Organizational Surveys

This study investigates the effects of bilingual responses on measurement equivalence of organizational surveys. The sample included 27,540 employees of 2 multinational companies. ME was assessed using MGCFA-framework and a new research design. The results indicate that ME holds even when bilingual and native responses are compared within each nation.

Karsten Mueller, University of Mannheim

Tammo Straatmann, University of Mannheim

Natascha Hausmann, University of Mannheim

Keith Hattrup, San Diego State University

Submitter: Karsten Mueller, karsten.mueller@psychologie.uni-mannheim.de

103-4 A Meta-Analytic Comparison of Relative Black–White Cognitive Ability Test Validity

Many have largely dismissed differential validity but we argue that this dismissal was premature. We meta-analytically examined differences between Blacks and Whites in the relationship between cognitive ability tests and performance across employment, educational, and military settings. Black criterion-related validity was lower within and across all 3 settings.

Malissa A. Clark, Wayne State University

Christopher M. Berry, Wayne State University

Tara K. McClure, Wayne State University

Submitter: Malissa Clark, malissa@wayne.edu

103-5 Gender Diversity and Creativity: The Moderating Role of Group LMX

We propose that group-level LMX (group mean and SD) moderates the relationship between gender diversity and information elaboration and that information elaboration fully mediates the relationship between the interaction of gender diversity and group LMX. Our results largely support our hypotheses. Theoretical and practical implications are discussed.

Lisa H. Nishii, Cornell University

David M. Mayer, University of Central Florida

Alex Vestal, University of Central Florida

Robert L. Porter, University of Central Florida

Jana L. Raver, Queen’s University

Submitter: Lisa Nishii, lhn5@cornell.edu

103-6 Proportional Gender Representation and Women’s Support of Subordinate Women

The current research examines scarce gender representation as a condition that gives rise to reversals of ingroup favoritism among women. Results of 2 studies (1 experiment and 1 field survey) suggest that when women hold token status, women tended to withhold support from subordinates of the same gender.

Katherine Marie Ryan, George Mason University

Eden B. King, George Mason University

Cory Adis, George Mason University

Lisa Gulick, Booz Allen Hamilton

Ryan P. Hargraves, George Mason University

Chad Peddie, George Mason University

Submitter: Katherine Ryan, katherinemryan@gmail.com

103-7 Psychological Ownership and Its Effects on the Adoption of Change

We examined the possibility that psychological ownership over ideas will both foster and impede the adoption of change depending upon whether this change is additive or subtractive. Results of our experiment supported this logic and showed that identification mediated the effects of ownership on the adoption of subtractive change.

Markus Baer, Washington University-St. Louis

Graham Brown, Singapore Management University

Submitter: Markus Baer, baer@wustl.edu

103-8 The Job Satisfaction–Performance Relationship: An Integrated Model With Common Causes

Research suggests the job satisfaction–job performance relationship is partly spurious or attributable to common causes. This meta-analysis estimates the residual satisfaction–performance correlation at .16, after controlling personality, job complexity, and cognitive ability. We then advance an integrated theoretical model of satisfaction, performance, and their most widely studied antecedents.

Allison Cook, Texas A&M University

Daniel A. Newman, University of Illinois at Urbana-Champaign

Submitter: Allison Cook, allisonlcook@gmail.com

103-9 Spousal Influence on Commitment to the Military: Indirect Crossover Effects

Using 186 dyads, this study investigated the influence of spousal commitment to the military on members’ organizational commitment and decision to re-enlist. Results indicate that even after controlling for direct persuasion techniques, indirect crossover mechanisms (i.e., positive emotional displays) facilitated the transfer of organizational commitment from spouse to member.

Mahima Saxena, Purdue Univesity

Rebecca A. Bull, Purdue University

Stephen G. Green, Purdue University

Howard M. Weiss, PurdueUniversity

Submitter: Mahima Saxena, saxenam@purdue.edu

103-10 Good Soldiers Versus Good Actors: An Investigation of OCB Motives

This study investigated the personality correlates of organizational citizenship behavior (OCB) engaged in for “good soldier” and “good actor” (i.e., impression management) motives. Further, it was determined that OCB engaged in for both of these classes of motives influenced coworker perceptions of the individual as an organizational citizen.

Joshua S. Bourdage, University of Calgary

Jong-Hyun Lee, Ajou University

Kibeom Lee, University of Calgary

Kang-Hyun Shin, Ajou University

Submitter: Joshua Bourdage, jbordage@ucalgary.ca

103-11 Further Moderators of Interrater Reliabilities of Supervisory Job Performance Ratings

This study utilized meta-analytic techniques to replicate the interrater reliability of supervisory ratings of job performance, and extend previous work by examining if this relationship is moderated by the perspectives of the raters, presence of rater training, or whether the same individuals or different individuals rated the group of ratees.

Winny Shen, University of Minnesota

Adam Beatty, University of Minnesota

Paul R. Sackett, University of Minnesota

Submitter: Winny Shen, shenx094@umn.edu

103-12 Employee Self-Enhancement Motives and Organizational Citizenship Behaviors

This study examines the effects of employee self-enhancement motives on organizational citizenship behaviors (OCB). The results indicate that self-enhancement motives have positive effects on OCBs. Moreover, it is moderated by leader–member exchange (LMX). That is, employees display OCBs to enhance their self-image, especially when they have low LMX with their supervisors.

Seokhwa Yun, Seoul National University

Wonseok Choi, Seoul National University

Dongkyu Kim, Seoul National University

Sung Won Min, Seoul National University

Haeseen Park, Seoul National University

Boyoung Kim, Seoul NationalUniversity

Submitter: Seokhwa Yun, syun@snu.ac.kr

103-13 Analytic-Holistic Thinking, Information Use, and Sensemaking During Unfolding Events

Individuals must identify needed information, make sense of complex situations, and make critical decisions for organizations. We found that Analytic and Holistic thinkers differ in their use of information and in their subsequent sensemaking decision. As information accumulates over time, sensemaking decisions showed dynamic and complex pattern changes.

Mei-Hua Lin, Wright State University

Helen Altman Klein, Wright State University

Submitter: Mei-Hua Lin, lin.8@wright.edu

103-14 Participative Management: A Multilevel Analysis for a Universal Leadership Culture

This multilevel study utilizes a hierarchical general linear model (HGLM) to examine national culture as a predictor of managerial values regarding the importance of participative management for success in today’s organizations. Findings support cross-national convergence indicating that participative management may be part of a “universal leadership culture.”

Taylor E. Sparks, University of Georgia

William A. Gentry, Center for Creative Leadership

Submitter: Taylor Sparks, tsparks@uga.edu

103-15 Context Matters: Examining Contextual Influences on Shared Leadership

This study examines contextual influences on shared leadership. Results illustrated that both structure and task creativity were positively related to shared leadership. Further, shared leadership interacted with task complexity and social inclusion in predicting conflict. Taken together, these findings illustrate the important influence of context on shared leadership.

Jonathan C. Ziegert, Drexel University

David M. Mayer, University of Central Florida

Ronald F. Piccolo, University of Central Florida

Submitter: Jonathan Ziegert, ziegert@drexel.edu

103-16 An Integrated Motivational Framework on Young Professionals’ Job Search Behavior

This study compared and integrated 3 influential motivational frameworks in explaining young professionals’ job search. The theory of planned behavior (TPB) was found to predict the participants’ (N = 297) job search better than expectancy-value theory (EVT) and self-determination theory (SDT). Relationships of EVT- and SDT variables with job search were largely mediated by the TPB variables.

Eva Derous, Erasmus University Rotterdam

Edwin A. J. Van Hooft, Erasmus University Rotterdam

Matthijs Elling, Michael Page The Netherlands

Submitter: Eva Derous, derous@fsw.eur.nl

103-17 Supervisors’ Abuse of Customers: The Moderating Role of Moral Obligation

Drawing on deontic justice (Folger, 1998, 2001), results from 138 employee–supervisor dyads suggest that supervisor customer abuse is negatively related to employees’ interpersonal justice and commitment, and positively related to turnover intentions and deviance. Further, employees have stronger reactions when they believe supervisors have a moral obligation to behave fairly.

Rebecca L. Greenbaum, University of Central Florida

Mary Bardes, University of Central Florida

David M. Mayer, University of Central Florida

Manuela Priesemuth, University of Central Florida

Submitter: Rebecca Greenbaum, rgreenbaum@bus.ucf.edu

103-18 Are Fairness Perceptions Contagious? The Role of Social Ties

Prior research has suggested that justice perceptions can emerge as a result of social interactions. Using social network analysis, we examined a network of 44 bank employees and found that instrumental ties, centrality, and structural equivalence in the network exerted significant social influence on individuals’ procedural fairness judgments.

Vijaya Venkataramani, University of Maryland

Deidra J. Schleicher, Purdue University

Submitter: Vijaya Venkataramani, vvenkata@rhsmith.umd.edu

103-19 Race Differences Among Job Applicants: Normal and Clinical Personality Inventories

This study provides the first large-scale comparison of race differences on normal and clinical personality scales among job applicants. Data from 9 samples of job applicants contributed to analyses (total N = 240,432). Implications for adverse impact and use of personality inventories in personnel selection and screening are discussed.

Stephan Dilchert, Baruch College

Deniz S. Ones, University of Minnesota

Submitter: Stephan Dilchert, stephan.dilchert@baruch.cuny.edu

103-20 Who Earns More and Why? Personal Variables Influence Salary

This study examined the influence of the Big Five via occupational self-efficacy and career-advancement goals on salary within a large sample of 1,031 highly educated professionals over a 4-year period. Results showed that Conscientiousness, Extraversion, and Agreeableness exert their influence via career-advancement goals. Occupational self-efficacy was no mediator.

Daniel Spurk, University Erlangen

Andrea E. Abele, University Erlangen

Submitter: Daniel Spurk, daniel.spurk@sozpsy.phil.uni-erlangen.de

103-21 Are College Students Customers of Their Universities? An Exploratory Study

This study empirically examined the relationship between students’ perceptions as university customers and educational attitudes and behaviors. Consistent with exchange theory, students perceiving themselves as customers were more likely to feel entitled and to view complaining as beneficial. Satisfaction, but not customer perceptions, predicted educational involvement. Implications are discussed.

Treena L. Gillespie, University of South Alabama

R. Zachary Finney, University of South Alabama

Submitter: Treena Gillespie, tgillespie@usouthal.edu

103-22 Evaluating the Resistance of Test Systems to Small Scale Cheating

The resistance of conventional tests and computerized adaptive testing (CAT) systems to small-scale cheating conspiracies was evaluated with respect to the accuracy of ability estimation. Conventional tests with different numbers of parallel forms and CAT systems with different item selection methods were simulated and evaluated.

Jing Guo, University of Illinois at Urbana-Champaign

Louis Tay, University of Illinois at Urbana-Champaign

Fritz Drasgow, University of Illinois at Urbana-Champaign

Submitter: Jing Guo, jingguo4@uiuc.edu

103-23 Birds of a Feather: Does Demographic Similarity Influence Interview Ratings?

This study examined whether highly structured job interviews are resistant to demographic similarity effects using 20,000 applicants in a large federal organization. Findings were unequivocal: applicant–interviewer similarity with regard to gender and race was not associated with interviewers’ ratings of applicant performance in situational, behavior description, or experience-based interviews.

Julie M. McCarthy, University of Toronto

Chad H. Van Iddekinge, Florida State University

Michael A. Campion, Purdue University

Submitter: Julie McCarthy, mccarthy@utsc.utoronto.ca

103-24 Expert Opinions on the “Shelflife” of a Validation Study

A survey of members of the Society for Industrial and Organizational Psychology was conducted. Experts in test validation estimated the shelflife of a validation study, a job analysis study, and a cut-score study. Conditional factors were identified by the experts that shorten the shelflife of a test validation study.

Mark J. Schmit, Applied Psychological Techniques, Inc.

Kathleen Kappy Lundquist, Applied Psychological Techniques, Inc.

Sara Beckham, Applied Psychological Techniques, Inc.

Submitter: Mark Schmit, schmit_mark@hotmail.com

103-25 Longitudinal Effects of Learner Preferences on Individual- and Team-Level Outcomes

Using longitudinal data from a team-training context, this study demonstrates that individual learning style orientations and goal orientations are predictive of posttraining status and changes in learning outcomes (task-specific self-efficacy and metacognition). Further, our results indicate that these individual-level outcomes account for differences in how team-level performance unfolds over time.

Erich C. Dierdorff, DePaul University

James Kemp Ellington, Illinois Institute of Technology

James A. Belohlav, DePaul University

Submitter: Erich Dierdorff, edierdor@depaul.edu

103-26 Disaggregating the Effects of Work Family Conflict in China

This study disaggregated the effects of bidirectional work–family conflict on individual consequences among Chinese managers. Both WIF and FIW were found to be positively associated with life dissatisfaction and emotional exhaustion. FIW conflict was found to be negatively associated with organizational commitment and positively associated with turnover intention.

David D. Fried, Ohio University

Mian Zhang, Tsinghua University

Rodger W. Griffeth, Ohio University

Submitter: David Fried, df231307@ohio.edu

103-27 A Meta-Analytic Review of the Consequences Associated with Work–Family Enrichment

This study investigated the consequences associated with work-to-family enrichment (WFE) and family-to-work enrichment (FWE) using meta-analysis (Schmidt & Hunter, 2004). Both WFE and FWE were positively related to job satisfaction, affective/organizational commitment, family satisfaction, and general health, but not to turnover, although the effects were often moderated.

Jessica M. Nicklin, University at Albany-SUNY

Laurel A. McNall, SUNY Brockport

Aline Masuda, EADA Business School

Andrew D’Agostino, University at Albany-SUNY

Vipanchi Mishra, University at Albany-SUNY

Submitter: Jessica Nicklin, jn0702@gmail.com

103-28 Reconsidering Work–Family Interactions and Satisfaction: A Meta-Analysis

This meta-analysis challenges the popular assumptions that work and family satisfaction are consequences of both negative and positive work–family interactions. Using domain-specificity hypothesis as the framework, we tested both predictor and consequence models, finding stronger support for satisfaction as a predictor rather than outcome. Moderators were also considered.

Kristen M. Shockley, University of South Florida

Neha Singla, University of South Florida

Submitter: Kristen Shockley, kshockle@mail.usf.edu