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Job seekers often use job advertisements presented during the early stages of recruitment to gather important information about potential employers. Content of these advertisements as well as associated peripheral cues have the potential to influence job seekers' organizational attitudes. Using the elaboration likelihood model as a theoretical framework, the authors proposed that job seekers' previous work and job search experience moderate the extent to which these job advertisement characteristics influence attitudes towards organizations. Results suggest that the content of job advertisements influence the organizational attitudes of experienced job seekers more than their inexperienced counterparts. Additionally, the presence of peripheral cues (i.e. physical attractiveness of those persons shown in recruitment material) appears to have a greater effect on the organizational attractiveness perceptions of job seekers having less work and job search experience versus those having more experience. Implications of the findings regarding organizational recruitment practices are discussed. [ABSTRACT FROM AUTHOR]

Judgments about others' personal characteristics intertwine with social interactions in the workplace. The personality and social psychology literatures show forming impressions of what others are like is vitally important, in part, because it facilitates the forecasting and acceptance of others' behavior. Interestingly, very few studies consider others' (i.e., subordinates) judgments about their leaders' personality and whether correspondence between leaders' self-perceptions and these others' judgments is capable of providing meaningful and unique information. Using a socioanalytic perspective that considers multiple stakeholders, this study explores the (in)congruence effects between leaders' self-perception of narcissism (i.e., identity) and subordinates' perceptions of their leaders' narcissism (i.e., reputation) on two types of performance outcomes. Polynomial regression and response surface analysis indicate that congruence between leaders' narcissism identity and subordinates' aggregated ratings of leaders' narcissistic reputation related to group task and contextual performance via shared justice perceptions and collective effort in Study 1. Results of Study 2, which focused on leader-subordinate dyads, found leaders' narcissism identity-reputation congruence effects were related to individual subordinates' task and contextual performance via the subordinate's individual justice perceptions, but not by way of individual effort. These findings have important implications for leaders and organizations and suggest that to fully understand the implications of leaders' narcissism, one should consider the perspectives of interacting parties and how they converge or diverge when investigating relationships with aspects of performance. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

A challenge for leadership and health/well-being research and applications relying on web-based data collection is false identities-cases where participants are not members of the targeted population. To address this challenge, we investigated the effectiveness of a new approach consisting of using internet protocol (IP) address analysis to enhance the validity of web-based research involving constructs relevant in leadership and health/well-being research (e.g., leader-member exchange [LMX], physical [health] symptoms, job satisfaction, workplace stressors, and task performance). Specifically, we used study participants' IP addresses to gather information on their IP threat scores and internet service providers (ISPs). We then used IP threat scores and ISPs to distinguish between two types of respondents: (a) targeted and (b) nontargeted. Results of an empirical study involving nearly 1,000 participants showed that using information obtained from IP addresses to distinguish targeted from nontargeted participants resulted in data with fewer missed instructed-response items, higher within-person reliability, and a higher completion rate of open-ended questions. Comparing the entire sample against targeted participants showed different mean scores, factor structures, scale reliability estimates, and estimated size of substantive relationships among constructs. Differences in scale reliability and construct mean scores remained even after implementing existing procedures typically used to compare web-based and nonweb-based respondents, providing evidence that our proposed approach offers clear benefits not found in data-cleaning methodologies currently in use. Finally, we offer best-practice recommendations in the form of a decision-making tree for improving the validity of future web-based surveys and research in leadership and health/well-being and other domains. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

We explored whether voluntary survey completion by team members (in aggregate) is predictable from team members' collective evaluations of team-emergent states. In doing so, we reanalyze less-than-complete survey data on 110 teams from a published field study, using so-called traditional and modern missing data techniques to probe the sensitivity of these team-level relationships to data missingness. The multivariate findings revealed that a greater within-team participation rate was indeed related to a higher team-level (mean) score on team mental efficacy (across all four missing-data techniques) and less dispersion among team member judgments about internal cohesion (when the 2 modern methods were used). In addition, results show that a commonly used approach of retaining only those teams with high participation rates produces inflated standardized effect size (i.e., R²) estimates and decreased statistical power. Suggestions include research design considerations and a comprehensive methodology to account for team member data missingness., (PsycINFO Database Record (c) 2013 APA, all rights reserved.)

This article uses meta-analytic methods (k = 38) to examine the relationship between organizational justice climate and unit-level effectiveness. Overall, our results suggest that the relationship between justice and effectiveness is significant (ρ = .40) when both constructs are construed at the collective level. Our results also indicate that distributive justice climate was most strongly linked with unit-level performance (e.g., productivity, customer satisfaction), whereas interactional justice was most strongly related to unit-level processes (e.g., organizational citizenship behavior, cohesion). We also show that a number of factors moderate this relationship, including justice climate strength, the level of referent in the justice measure, the hierarchical level of the unit, and how criteria are classified. We elaborate on these findings and attempt to provide a clearer direction for future research in this area., ((PsycINFO Database Record (c) 2012 APA, all rights reserved).)

Many organizations use credit scores as an employment screening tool, but little is known about the legitimacy of such practices. To address this important gap, the reported research conceptualized credit scores as a biographical measure of financial responsibility and investigated dispositional antecedents and performance-related outcomes. Using personality data collected from employees, objective credit scores obtained from the Fair Isaac Corporation, and performance data provided by supervisors, we found conscientiousness to be positively related and agreeableness to be negatively related to credit scores. Results also indicate significant relationships between credit scores and task performance and organizational citizenship behaviors. Credit scores did not, however, predict workplace deviance. Implications for organizations currently using or planning to use credit scores as part of the screening process are discussed.

Although job seekers' motivation to process the information encountered during recruitment partially influences recruitment success, little is known about what motivates more thorough information processing. To address this issue, we integrated recruitment and social information processing theories to examine the possibility that diversity cues on recruitment websites influence website viewers' processing of presented information. Utilizing a controlled experiment and a hypothetical organization, Study 1 revealed that both Blacks and Whites spent more time viewing recruitment websites and better recalled website information when the sites included racial diversity cues. These relationships were stronger for Blacks, and organizational attractiveness perceptions mediated these effects for Blacks but not for Whites. Study 2 found similar relationships for Black and White participants viewing real organizational recruitment websites after taking into account perceived organizational attributes and website design effects. Implications of these findings for recruiting organizations are discussed.

This study investigated participants' reactions to employee testimonials presented on recruitment Web sites. The authors manipulated the presence of employee testimonials, richness of media communicating testimonials (video with audio vs. picture with text), and representation of racial minorities in employee testimonials. Participants were more attracted to organizations and perceived information as more credible when testimonials were included on recruitment Web sites. Testimonials delivered via video with audio had higher attractiveness and information credibility ratings than those given via picture with text. Results also showed that Blacks responded more favorably, whereas Whites responded more negatively, to the recruiting organization as the proportion of minorities shown giving testimonials on the recruitment Web site increased. However, post hoc analyses revealed that use of a richer medium (video with audio vs. picture with text) to communicate employee testimonials tended to attenuate these racial effects.

The authors demarcated mental efficacy and physical efficacy at the team level, and they explored these 2 factors as outcomes of 4 potential inputs and as predictors of 3 outcomes among 110 newly formed action teams in a military setting. Both types of team efficacy benefited from greater team size and an initial experience of enactive mastery, but they were not influenced by teams' female representation or knowledge pool. In terms of predictive contributions, both mental and physical efficacy facilitated internal social cohesion, yet only mental efficacy promoted problem solving and observed teamwork effectiveness.