This study describes the development and validation of the Privacy and Data Security Concerns Scale (PDSCS), designed to assess job applicants’ privacy and data security concerns. Validity evidence ...for the PDSCS was established with four steps including: item generation and content validation, item reduction, confirmatory factor analysis, and construct and criterion validity. Our findings supported the content and proposed factor structure of the nine‐item PDSCS. Specifically, the proposed three‐factor structure (with the subdimensions: Secure connection, inappropriate use of information, and mistrust in employer security practices) as well as a second‐order factor, (termed privacy and data security concerns) were confirmed. Additionally, evidence is presented for the criterion validity of the PDSCS and its subdimensions.
Identifying factors that help or hinder new executives in "getting up to speed" quickly and remaining with an organization is vital to maximizing the effectiveness of executive development. The ...current study extends past research by examining extraversion as a moderator of relationships between leader-member exchange (LMX) and performance, turnover intentions, and actual turnover for an executive sample. The sample consisted of 116 new executives who were surveyed prior to starting their employment and at 3 months postentry. A total of 67 senior executives rated these new executives in terms of overall performance at 6 months postentry. Turnover data were gathered from company records 31/2 years later. Hierarchical regression results showed that LMX was not related to performance or turnover intentions for those high in extraversion; but for individuals low in extraversion, there was a relation between LMX, performance, and turnover intentions. Furthermore, survival analyses showed that LMX was only related to turnover-hazard rate for individuals low in extraversion.
One cost effective way to improve applicant reactions is by giving explanations. Although a literature on this topic has accumulated, the effects of explanations on applicant reactions have not been ...examined meta‐analytically, and several aspects of giving explanations to applicants are unclear. For example, do explanations affect applicant reactions, and which outcomes are most affected? Do findings from lab studies generalize to field settings? Under what conditions are explanations most effective? To answer these questions, we meta‐analytically examined the effects of providing explanations on applicant reactions. Based on 26 distinct samples from experiments and quasi‐experiments (N=3481), our results suggest that explanations do affect applicants' fairness perceptions, perceptions of the hiring organization, test‐taking motivation, and performance on cognitive ability tests. The effects on fairness are larger in field contexts than in lab settings and when they are used with a personality test rather than a cognitive ability test. Test‐taking motivation mediated the relationship between explanations and test performance. Our discussion focuses on when to provide explanations to applicants in employment settings and directions for future research.
Drawing on the person–organization fit literature and person-categorization theory, we proposed that new executive performance depends on both their self-perceptions as well as their fit as seen by ...senior executives. Using three-phased, multisource data from newly-hired executives of a Fortune 500 pharmaceutical company across their first six months on the job, we found that senior executive pre-entry person–organization fit expectations of their followers (new executives) are positively related to their post-entry person–organization fit perceptions through the partial mediating role of their leader–member exchange relationships. Furthermore, results also revealed that senior executive person–organization fit perceptions were significantly and positively related to new executive in-role and extra-role performance, but only when new executives’ own perceptions of person–organization fit were low.
COVID-19 has had a substantial impact on transit workers' lives, especially among public-facing vehicle operators. The current project examined relationships between workers' knowledge and ...perceptions of their employer's COVID-19 safety responses, job attitudes, and health. We surveyed transit workers (N = 174) between July and August 2020 and followed up 3 months later. Fifty-seven workers responded to the follow-up survey. Surveys addressed workers' knowledge and perceptions of their employer implementing Centers for Disease Control and Prevention (CDC)-recommended COVID-19 safety responses, COVID-19 risk perceptions, job attitudes, and health factors. Employees reported knowledge of their employer implementing ~8 of 12 CDC-recommended responses. The most reported response was informational poster placements; the least reported was designating a point-person for COVID-19 concerns. Significant associations were found between knowledge of employer safety responses and lower COVID-19 risk perceptions, better job attitudes, and greater mental and global health. Operators (i.e. public-facing workers) reported worse perceptions of employer responses, and higher COVID-19 risk perceptions, work stress, and turnover intentions, compared with non-operators. A time-lagged panel model found that COVID-19 risk perceptions significantly mediated the relationship between public-facing work status and follow-up depression, anxiety, stress, and global health. Results reveal opportunities for transit authorities to broaden and better communicate their responses to emergent occupational safety and health crises.
This longitudinal study examines the development of leader-member-exchange (LMX) relationships via a model that extends and tests ideas presented but not yet fully tested in past theoretical models. ...New subordinates (n = 205) and their supervisors (n = 112) provided data that were used to test hypotheses stating that dyadic gender and personality similarity, member performance, and leader delegation would be incrementally and cumulatively related to LMX development. Support was found for relationships between the quality of leader-member exchange and positive affectivity similarity, performance, and delegation, but not for a relationship with gender similarity. In addition, it appears that good member performance may precede leader delegation.
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