Chris J. Sablynski

When person‐organization (mis)fit and (dis)satisfaction lead to turnover

Purpose – The present study examined the relationships between P‐O fit, job satisfaction, perceived job mobility, and intent to turnover. It was hypothesized that job satisfaction mediated the P‐O fit‐intent to turnover relationship and that perceived job mobility moderated the job satisfaction‐intent to turnover relationship such that the combined effect of high job dissatisfaction and high perceived job mobility predicted intent to turnover.Design/methodology/approach – Data were obtained utilizing a field survey from a sample of 205 full‐time employed adults working in two geographic regions in the USA. Participants completed an HTML‐based web survey that contained measures of the constructs of interest to this study.Findings – Mediated and moderated regression analyses revealed statistical support for the hypothesized relationships, which were interpreted as evidence that P‐O misfit and job dissatisfaction do not necessarily lead to intent to turnover.Research limitations/implications – The potential ...

A Conditional Reasoning Measure for Aggression

This article describes a new approach for assessing cognitive precursors to aggression. Referred to as the Conditional Reasoning Measurement System, this procedure focuses on how people solve what on the surface appear to be traditional inductive reasoning problems. The true intent of the problems is to determine if solutions based on implicit biases (i.e., biases that operate below the surface of consciousness) are logically attractive to a respondent. The authors focus on the types of implicit biases that underlie aggressive individuals’attempts to justify aggressive behavior. People who consistently select solutions based on these types of biases are scored as being potentially aggressive because they are cognitively prepared to rationalize aggression. Empirical tests of the conditional reasoning system are interpreted in terms of Ozer’s criteria for ideal personality instruments. Noteworthy findings are that the system has acceptable psychometric properties and an average, uncorrected empirical validity of 0.44 against behavioral indicators of aggression (based on 11 studies).

Linking Faculty Development to the Business School's Mission

Recently adopted standards by the International Association to Advance Collegiate Schools of Business (AACSB) require accredited schools to define a set of specific goals and student-learning outcomes from their mission statements. In addition, AACSB Participant Standard 11 requires a school to design faculty development programs to fulfill the schools mission. What is missing in the business education literature is a description of how the school can link its faculty development efforts to the achievement of its stated goals and student-learning outcomes. This article proposes a model to foster the link between mission statement, goals, student-learning outcomes, and faculty-development programs.

The Pacific Production Game A Multidimensional Teaching Tool Using Lego® Bricks

There are many exercises available to instructors that illustrate concepts in general management, leadership, teams, and negotiation. In this article, we describe a Lego® building activity that can be used to teach any (and all) of these concepts. The “Pacific Production Game” is both fun and educational. Students all play an active role in conducting and debriefing the exercise, and feedback is overwhelmingly positive. This activity can be adapted to students at all levels. It can be conducted in small classes and classes as large as 150 students. Detailed instructions for preparing the materials, running the activity for three different learning objectives (four functions of management, team building, and negotiation), and conducting the debriefs for each are provided.