Mary L. Connerley

An investigation of personality similarity effects (relational and perceived) on peer and supervisor ratings and the role of familiarity and liking

We examined the effect of similarity on performance ratings in two data sets (peers and supervisors). Surprisingly, there was minimal support for a relationship between relational personality (i.e. actual similarity on dimensions of the Five-Factor Model of personality relevant for sales positions - extraversion, conscientiousness, and emotional stability) and performance ratings in either data set. However, perceived similarity in these same dimensions related strongly to performance ratings. Furthermore, the results indicated no support for interpersonal familiarity as a moderator of the relationship between relational personality and perceived personality similarity. Finally, results provided moderate support for liking as a mediator of the perceived personality similarity-performance rating relationship. Implications of the results for future research and practice are discussed.

The Importance and Invasiveness of Student Team Selection Criteria

The type of information that students desire to know about prospective team members and the degree to which the behaviors covered by that information had affected satisfaction in previous classroom team experiences were examined. Communication skills, achievement orientation, and dependability explained a large proportion of the variance in overall satisfaction with a team member. Surprisingly, a number of items that could be considered both task relevant and relatively public knowledge were seen as invasive. The results provide a framework for allowing students to choose team members that will result in more cohesive teams and more satisfying classroom experiences.

The “Threat Hypothesis,” Personality, and Attitudes toward Diversity

Multiple regression procedures were used to evaluate the contribution to attitudes toward diversity of three personality-related variables (authoritarianism, tolerance for ambiguity, and self-esteem) for which theory suggests that diversity may be seen as a threat (the “threat hypothesis”) and two dimensions of the five-factor model (FFM) (openness to experience and agreeableness). Participants included 238 undergraduate business students, of whom 47% were female and 36% non-white. For confirmatory purposes, a full path analysis model including attitudes toward diversity, the three threat variables, and all five of the FFM variables was fit to the data. The results of the hierarchical regressions suggest two of the threat traits (authoritarianism and tolerance for ambiguity), as well as the FFM trait of agreeableness, relate to attitudes toward diversity, whereas self-esteem and openness to experience do not. In general, the results of path analyses support the regression results, although significance levels tend to be lower for the path model than for the regression model. This study highlights the importance of agreeableness for jobs where attitudes toward others impact performance.

Gender differences in leadership competencies, expatriate readiness, and performance

Purpose – The purpose of this paper is to investigate the role that gender differences play in evaluating perceptions of global competence, individual readiness for expatriate assignments and overall job performance.Design/methodology/approach – A total of 11 global leadership competencies and perceptions of expatriate readiness for international assignments, along with job performance are rated by self raters and supervisors.Findings – The results suggest mixed support for sex‐role stereotyping and role‐congruity theory (e.g., women will be rated lower than men for expatriate positions which have typically been held by men) and the similar‐to‐me hypothesis (supervisors will rate same‐sex subordinates higher than opposite‐sex subordinates).Research limitations/implications – The most interesting finding is that supervisors overall (and male supervisors in particular) rated women lower than men on perceptions of expatriate readiness for international assignments, while there were no differences in ratings ...

Evidence of differences in applicant pool quality

Despite general assumptions that recruitment is important to organizational success, little empiric evidence exists to confirm that different recruitment approaches lead to meaningful differences in attraction outcomes. This study begins to address this research need by examining the attraction outcomes of firms competing head‐to‐head for recruits for similar positions. Results of an analysis of 391 applicant pools representing 18 different job families suggest that applicant pool quality can vary substantially within and across job families. Utility estimates, based on the hiring of a single employee and using Grade Point Average (GPA) as a measure of applicant quality, produced differences within applicant pools for hiring a single individual valued as high as

‘Don't ask—Please tell’: Selection privacy from two perspectives

15,000. The average difference between the highest and lowest quality applicant pools across 18 job families was

Family Therapy Meets Self-Managing Teams Explaining Self-Managing Team Performance through Team Member Perceptions

6,394.45 (SD =

The Staffing Cycles Framework: Viewing Staffing as a System of Decision Events

3,533.20).

Selection in the wrkplace: Whose rights prevail?

The privacy concerns of applicants have received much attention. However, little is known about the type of information co-workers need and desire about applicants. This research examined the issue of privacy and selection fairness from the perspectives of potential applicants and their prospective co-workers. Results showed that employees want to know about controllable, negative and interpersonal items concerning applicants. Also, items seen as most invasive by potential applicants were the same items that, as co-workers, they least wanted to know. However, in some cases, individuals were interested in knowing information that they would be reluctant to reveal as applicants.

Does total quality management affect applicant perceptions of recruitment and selection processes

This study is an exploratory examination of the usefulness of a family therapy–grounded theoretical perspective to that of the self-managing team domain. Specifically, the authors use the Beavers system model, a widely accepted clinical model of family development, as the basis for assessing various aspects of team development. Results partially support the utility of the Beavers model linking individuals’perceptions of their teams to both objective and subjective measures of performance.