Measuring Attraction to Organizations Highhouse, Scott; Lievens, Filip; Sinar, Evan F.
Educational and psychological measurement,
12/2003, Letnik:
63, Številka:
6
Journal Article
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Organizational attractionmeasures are commonly used as surrogate assessments of organizational pursuit. Despite the range in content often encompassed by such instruments, no research has ...systematically examined the assumptions underlying their use. The authors address this issue by empirically distinguishing items assessing attractiveness, prestige, and behavioral intentions and by modeling their effects on organization pursuit. Undergraduates (N= 305) were randomly assigned to recruitment literature from one of five wellknown companies and were asked to respond to a series of items commonly used in past research. Analyses of the itemresponses suggested that three components of organizational attraction can be reliably distinguished and that their relation to organization-pursuit behavior corresponds to Fishbein and Ajzen’s theory of reasoned action.
Considerable evidence suggests that how candidates react to selection procedures can affect their test performance and their attitudes toward the hiring organization (e.g., recommending the firm to ...others). However, very few studies of candidate reactions have examined one of the outcomes organizations care most about: job performance. We attempt to address this gap by developing and testing a conceptual framework that delineates whether and how candidate reactions might influence job performance. We accomplish this objective using data from 4 studies (total N = 6,480), 6 selection procedures (personality tests, job knowledge tests, cognitive ability tests, work samples, situational judgment tests, and a selection inventory), 5 key candidate reactions (anxiety, motivation, belief in tests, self-efficacy, and procedural justice), 2 contexts (industry and education), 3 continents (North America, South America, and Europe), 2 study designs (predictive and concurrent), and 4 occupational areas (medical, sales, customer service, and technological). Consistent with previous research, candidate reactions were related to test scores, and test scores were related to job performance. Further, there was some evidence that reactions affected performance indirectly through their influence on test scores. Finally, in no cases did candidate reactions affect the prediction of job performance by increasing or decreasing the criterion-related validity of test scores. Implications of these findings and avenues for future research are discussed.
Greater understanding of the complex interrelationships among work‐relevant constructs has increased the number of constructs on organizational surveys. Good psychometric practice also dictates the ...use of multiple items per construct. The net result has been longer surveys. Longer surveys take more time to complete, tend to have more missing data, and have higher refusal rates than short surveys. Arguably, then, techniques for reducing the length of scales while maintaining psychometric quality are worthwhile. Little guidance exists on how to reduce the length of a multi‐item scale and we argue that the most common technique, maximizing internal consistency, is problematic and should be avoided. We present a set of item “quality indices” to help conceptualize the competing issues that influence item retention decisions. Statistical analysis of an example case using these indices suggested that there are 3 key aspects of item quality to consider when reducing a scale. We describe strategies that can assist scale developers in using these 3 aspects of item quality when making scale reduction decisions.
Many authors have suggested that situational judgment tests (SJTs) are useful tools for assessing applicants because SJT items can be written to assess a number of job‐related knowledges, skills, ...abilities and other characteristics (KSAOs). However, SJTs may not be appropriate for measuring certain KSAOs for some applicants. We posit that using SJTs to measure interpersonal skills may lead to invalid inferences about applicants with higher levels of angry hostility (AH), and thus, AH should moderate the relation between interpersonally oriented SJTs and job performance. Three studies, using samples of healthcare workers (n = 225), police officers (n = 54), and medical doctors (n = 92), provided support for hypotheses in that that relations between SJT scores and performance criteria were significantly weaker among employees higher in AH compared to those lower in AH. In addition, none of the other facets of neuroticism tested (self‐consciousness, anxiety, depression, immoderation, or vulnerability to stress) consistently moderated SJT validity, providing support for the uniqueness of AH. Implications for practice, and for future research studying the relations between interpersonal skills as measured by SJTs and job performance, are discussed.
Employment tests, once primarily focused on screening external applicants, are increasingly used for decisions involving internal candidates (e.g., promotions or lateral transfers). The current study ...examines differences between internal and external candidates in reactions to an online selection test. Results indicate that internal candidates perceived a general lack of advance information regarding the assessment. However, they were considerably more likely to recommend the organization to others as compared with external candidates. Candidate status also moderated several reactions–outcomes relationships. Results are discussed in terms of their implications for organizations and directions for future research on internal candidate reactions are proposed.
This study examined the effects of plan content and previous experience with discrimination on Black respondents' reactions to affirmative action plans. Black engineering students (
N
= 1,173) were ...randomly assigned to 1 of 6 plans implemented by a hypothetical organization and were asked to provide ratings of perceived fairness and intention to pursue a position at the organization. There were significant effects of plan content on perceived fairness and job pursuit intentions. Perceived fairness mediated the effect of content on intentions. Furthermore, previous experience with discrimination interacted with content to affect intentions. Individuals who had experienced relatively more discrimination in the workplace reported stronger intentions to pursue a position at an organization whose plan specified special training opportunities for minorities.
Big data and artificial intelligence (AI) have become quite compelling-and relevant, ideally-to organizations and the consulting services that help manage them. Researchers and practitioners in ...industrial-organizational psychology (IOP) and human resource management (HRM) can add significant value to big data and AI by offering their substantive expertise in how workforce-relevant data are measured and analyzed and how big data results are professionally, legally, and ethically interpreted and implemented by organizational decision makers, employees, policymakers, and other stakeholders in the employment arena. This article provides a perspective and framework for big data relevant to IOP and HRM that include both micro issues (e.g., linking data sources, decisions about which data to include, big data analytics) and macro issues (e.g., changing nature of big data, developing big data teams, educating professionals and graduate students, ethical and legal considerations). Ultimately, we strongly believe that IOP and HRM researchers and practitioners will become increasingly valuable for their contributions to the substance, technologies, algorithms, and communities that address big data, AI, and machine learning problems and applications in organizations relevant to their expertise.
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