How Can Companies Protect Their Reputations by Discouraging Employees’ Bad Behavior?
Researchers often study counterproductive work behavior, which means employees’ bad behavior at work that is deviant or harmful to the company. But companies can also be harmed by employees’ bad behavior off-the-job, called off-duty deviance (ODD). This can include anything from socially unacceptable noncriminal behavior, like bullying on social media, to downright criminal behavior, like felonies or drug use. The negative impact of ODD can be severe, not only on employment outcomes, but also on the company’s reputation. What are companies doing to protect their valuable reputations?
Fairness During Recruitment Can Affect Job Offer Acceptance
Ensuring your organization has the right people in the right roles is important, and this outcome is largely affected by the recruitment process. Recruiters spend a long time sifting through job applicants before they decide whom they want to hire. Unfortunately, applicants don’t always accept their offers. What factors make a job applicant more likely to accept (or reject) a job offer? To find out, new research (Harold, Holtz, Griepentrog, Brewer, & Marsh, 2016) studied roughly 3,000 job applicants who had all been given offers to join the US Military.
Discrimination Can Block Pathways into Organizations
Discrimination in the workplace is unfortunately still a problem that needs a solution. There is inescapable evidence that many types of people experience discrimination at various decision points in a career. For example, selection, salary negotiation, and promotions, are all decision points that provide an opportunity for measurable discrimination to appear. New research (Milkman, Akinola, & Chugh, 2015) focuses instead on career “pathways,” or the process that leads up to obtaining a job. If someone has a clear pathway to a job, they may be more likely to be hired when the selection decision is made. However, a pathway can be blocked with obstacles (such as discrimination) that make it difficult for a person to succeed at a later decision point.
Stereotypes and Employment Discrimination Against Cancer Survivors
Employment discrimination harmfully affects many types of people, and new research indicates that cancer survivors may be among the victims. This is especially troubling, because after a cancer diagnosis, people must overcome many challenging obstacles to enter and remain in remission. Yet, these same individuals may also have a more difficult time obtaining employment. A recent study (Martinez, White, Shapiro, & Hebl, 2016) examined the stereotypes associated with cancer survivors and the workplace-related implications of these stereotypes for both individuals and organizations.
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.
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”).