Ethnic and Gender Discrimination When Reviewing Job Resumes
Job resumes are essential in making hiring decisions as they provide necessary information about applicants during the initial screening stages. However, resume screening is highly susceptible to psychological biases, and raters or screeners may rely on mental shortcuts that lead to inaccurate assessments, especially when relevant applicant information appears to be lacking. New research (Derous, Ryan & Serlie, 2015) explored how characteristics of the job and rater attitudes (ethnic prejudice, sexism) combine to influence the decisions of recruiters when limited information was provided in resumes.
Do Telecommuters Have Better Job Performance?
With the dawn of the technological age upon use, telecommuters are employees who are able to work in remote locations, such as home, outside of the traditional work setting. Rather than commute into work every day, technology enables people to work virtually and perform tasks while physically apart from their colleagues and supervisors.
Overflowing Stress: How Personal Stress Leads to Stress on the Job
Stressful events that occur outside of the workplace can negatively affect work outcomes such as employee stress, job commitment, and turnover intentions. This phenomenon is called negative spillover, because employees are not always able to “check” their personal stress and worries “at the door” when switching from their home environment to their work environment.
Most research has focused on the spillover between an employee’s family role and work role. However, employees can also be affected by non-family experiences that occur in their personal lives outside of work (e.g., housing crises, natural disasters, terrorist attacks, etc.). Examples of negative spillover include being irritable, distracted, or tired at work because of problems at home. These personal experiences can result in work outcomes that negatively impact both employees and organizations.
Age-Inclusive HR Practices Lead to Improved Organizational Outcomes
Most industrialized countries are facing challenges posed by aging populations. Correspondingly, companies have to manage and engage a more age-diverse workforce than ever before. Sometimes, employees from three or even four different generations may work in the same company. Boehm, Kunze, and Bruch (2014) examined the effects of age-inclusive HR practices on organizational outcomes and found promising results.
Are You Managing and Keeping Your Star Performers?
Every organization wants to retain its best people, because star performers are essential to success. But this maxim has become even more prevalent in today’s business world.
The authors claim that the 20th century was about reforming the business world into factories that valued conformity and having everyone do their tasks in the same way. But the current business climate has people working to solve more problems in more unique ways. The projects that we work on involve quick turn-arounds and efficiency.
In short, the business world has moved away from the conformity of the 20th century and into the creativity of the 21st century. This change has made star performers even more valuable, according to the authors of the study.
Interviews: How to Identify a Deceptive Job Candidate
Almost every company has to go through some type of interviewing process in order to select which applicant they will hire.
But applicants frequently use a deceptive type of impression management, which can lead to organizations hiring the wrong person for the job. This can be a serious issue for companies if they hire a deceptive applicant whose work does not match up with the way they performed in their interview.
Companies cannot hope to completely stop applicants from using deception impression management in interviews. But organizations can try to alleviate the problem by selecting interviewers capable of detecting when an applicant is being deceptive.
How Service Employees React to Mistreatment by Rude Customers
Dealing with rude customers is a universal truth to working in service positions. We’ve all been there, standing awkwardly in the checkout lane as a red-faced customer furiously berates an employee for some perceived injustice or inconvenience. Intriguingly, how employees react to this rude behavior might be influenced by cultural values.
The Consequences of Fit Across Cultures
Previous research has demonstrated that fit – the compatibility between an employee and a work environment – tends to lead to better attitudes, better job performance, and lower turnover (Arthur, Bell, Villado, & Doverspike, 2006). However, this research has focused predominantly on populations in North America. Today, companies operate across geographical boundaries in a globalized world of business, and it does not seem prudent to apply results found in North America to countries in Europe and Asia. Therefore, it becomes necessary to understand if fit across cultures predicts work attitudes and job performance across the globe.
Self-efficacy and Job Performance
Is self-efficacy – the belief in one’s ability to succeed – the result of past performance or a cause of future performance? Research thus far has shown that both perspectives are true: that past performance is a driver of self-efficacy (Kozlowski, Gully, Brown, Salas, Smith, & Nason, 2001) and that self-efficacy is a driver of future performance (Sitzmann & Ely, 2011).
Emotional Labor: How Faking a Smile at Work Affects Job Satisfaction
Have you ever given a fake smile to someone at work even though you weren’t feeling happy or very excited to see him? If so, you’ve engaged in a process known as emotional labor in which you manage your emotions in order to act in an appropriate way in a work setting. Maybe you wouldn’t go to such efforts when around friends and family, instead feeling free to express the emotions you actually feel. In a work setting though, it may not be best to show your irritation about missing lunch to your brand new client.