Emotional Intelligence Leads to Good Moods and Creativity in the Workplace
Emotional intelligence is good for influencing many workplace outcomes, but can it really lead to creativity in the workplace? Some past researchers believed that the two had nothing to do with each other. They said that emotional intelligence was about figuring out the single best way to handle an emotional situation and creativity was about brainstorming many different ways of doing things. These almost sound like opposite strategies. But new research (Parke, Seo, Sherf, 2015) has found that skills and strategies associated with emotional intelligence can ultimately lead to more creativity in the workplace.
Which Type of Personality Leads to Workplace Safety?
Workplace safety is a major concern for organizations. Accidents involving employees can jeopardize the safety of everyone at work, and be enormously costly for employers, in terms of lawsuits, insurance, and lost productivity. Research has long extolled the virtues of creating a safety climate, which means setting organizational policy to reflect the fact that safe behavior is important, expected, and will be rewarded. But there is another way to make sure that employees engage in safe practices on the job. We can hire “safer” people in the first place. The authors of the current study (Beus, Dhanani, & McCord, 2015) wanted to identify the personality traits that are associated with safe behavior.
The Strange Story Behind Situational Judgment Tests: What Do They Really Measure?
Situational judgment tests are often used during employee selection. They present the job applicant with a series of situations that may be encountered on the job. For example, one situation might include an anecdote about a co-worker encouraging you to steal. For each situation, several different responses are listed. Applicants simply choose the response that seems most appropriate. Because these tests are (hopefully) designed by I-O psychologists or other highly trained experts, certain answers are designed to reflect behavior that is consistent with good job performance. The more the applicant choses these “good” answers, the more certain we are that the applicant will succeed on the job if hired.
Intelligence Testing in Selection: New Developments
Intelligence testing in selection is often critical because intelligence allows employees to innovate and problem solve. This article (Agnello, Ryan, & Yusko, 2015) reviews the most up-to-date perspectives for conceptualizing and measuring intelligence.
The Role of Storytelling in Effective Structured Job Interviews
It’s no surprise that I-O psychologists recommend using structured job interviews when selecting someone for a position. This is because structured interviews are far better predictors of performance than are informal, unstructured interviews. As part of a structured interview, two types of questions may be asked – situational questions (e.g., “What would you do if you disagreed with your supervisor?”) or behavioral questions (e.g., “Tell me about a time that you disagreed with your supervisor”).
Can Proctored Internet-Based Selection Tests Really Stop Cheating?
In order to curb potential cheating, many organizations have started using remotely proctored internet tests. But do they actually work? And could they have unintended consequences?
How to Design a Resume That Will Get You Hired
When writing your resume, you probably thought about how potential employers might perceive you. Many articles and books give advice regarding what to include and how to design a resume, but many of those authors don’t actually agree on what method works best. A recent exploratory study discovered what personality traits people attribute to different parts of your resume, and how hirable they might make you appear.
Intelligence Testing: Is It Always the Smartest Thing to Do?
Smart employees tend to be better at doing their jobs. This is considered one of the most important findings in the history of I-O research. Meta-analysis, which is a method of compiling results from many different researchers and studies, has shown that intelligence (or general mental ability) is associated with better job performance for basically any job. But there are other important components that make organizations successful besides narrowly-defined task performance (parts of a job that are in the job description). New research (Gonzalez-Mulé, Mount, & Oh, 2014) investigates whether intelligence can also predict other measures of workplace success.
Specific Cognitive Abilities Can Benefit Selection Programs
Organizations oftentimes use specific cognitive abilities to help select people for jobs. Selection itself is important because organizations can sometimes waste millions of dollars in training people who don’t have the right aptitude, aren’t motivated, or who don’t fit minimum requirements for the job. When an organization selects employees, it often uses an assessment process to try and find the “right people.” This assessment often involves tests of general cognitive ability, which is basically what we’d consider overall intelligence. What if organizations could fine tune these processes so that they were more successful in identifying those who may succeed in a training context or in a job? Recent research findings offer a possible way to do this.
Avoiding Adverse Impact: Selection Procedures That Increase Organizational Diversity
Using cognitive tests as part of an employee selection process will generally help more than various other methods (such as interviews) to ensure the selection of better performing individuals. There are some methods that are slightly better predictors of performance, but cognitive tests have proven to be a mainstay.
Unfortunately, the use of such tests can lead to discriminatory hiring practices against minority groups, who often score below their white counterparts due to a variety of factors.