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作者:Ones, DS; Viswesvaran, C
作者单位:University of Minnesota System; University of Minnesota Twin Cities; State University System of Florida; Florida International University
摘要:This article compares variability in national norms to variability in job-specific applicant pools for personality scales. Across 23,231 job applicants for 111 jobs, we found that job-specific applicant pools were slightly less variable than broad normative. data (by about 4%) based on a national norm sample of 40,474 job applicants. For some personality variables, the amount of variability reduction correlated with work characteristics as captured by the Data, People and Things scales of the ...
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作者:Tett, RP; Burnett, DD
作者单位:University of Tulsa
摘要:Evidence for situational specificity of personality-job performance relations calls for better understanding of how personality is expressed as valued work behavior. On the basis of an interactionist principle of trait activation (R. P. Tett & H. A. Guterman, 2000), a model is proposed that distinguishes among 5 situational features relevant to trait expression (job demands, distracters, constraints, releasers, and facilitators), operating at task, social, and organizational levels. Trait-expr...
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作者:Weber, N; Brewer, N
作者单位:Flinders University South Australia
摘要:Confidence-accuracy calibration was examined for both absolute (recognizing single faces as old or new) and relative (selecting which of pairs of faces is old) judgments, using both full- (0%-100%) and half-range (50%-100%) confidence scales. The half-range confidence scale demonstrated superior calibration to the full-range scale, for which a confidence-accuracy association was evident only for the upper half (i.e., 50%-100%) of the scale. Good calibration was observed for the absolute judgme...
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作者:Seifert, CF; Yukl, G; McDonald, RA
作者单位:State University of New York (SUNY) System; University at Albany, SUNY; Rensselaer Polytechnic Institute
摘要:The authors compared a feedback workshop with both a no-feedback control group and a comparison group of managers who received a feedback report but no feedback workshop. The multisource feedback was based on ratings of a manager's influence behavior by subordinates, peers, and bosses. Managers in the feedback workshop increased their use of some core influence tactics with subordinates, whereas there was no change in behavior for the control group or for the comparison group. The feedback was...