The Journal of applied psychology
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The authors examined how an applicant's handshake influences hiring recommendations formed during the employment interview. A sample of 98 undergraduate students provided personality measures and participated in mock interviews during which the students received ratings of employment suitability. Five trained raters independently evaluated the quality of the handshake for each participant. ⋯ Path analysis supported the handshake as mediating the effect of applicant extraversion on interviewer hiring recommendations, even after controlling for differences in candidate physical appearance and dress. Although women received lower ratings for the handshake, they did not on average receive lower assessments of employment suitability. Exploratory analysis suggested that the relationship between a firm handshake and interview ratings may be stronger for women than for men.
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Although employee trust in leaders has garnered substantial empirical research, trust between coworkers has been virtually ignored. Extending the work of D. L. ⋯ In this study, which utilized full network data, coworker trust was operationalized as in-degree centrality in the trust network. Controlling for relational demography and coworker helping behaviors, the authors found, as hypothesized, that coworkers tended to place more trust in fellow coworkers who were also trusted by the teams' formal leaders than in coworkers who were less trusted by leaders. In addition, consistent with the social information processing theory, support was found for the hypothesis that the relationship between leaders' trust and coworker trust is stronger when group performance is poor.
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The authors examined the role of employee conscientiousness as a moderator of the relationships between psychological contract breach and employee behavioral and attitudinal reactions to the breach. They collected data from 106 newly hired employees within the 1st month of employment (Time 1), 3 months later (Time 2), and 8 months after Time 1 (Time 3) to observe the progression through contract development, breach, and reaction. ⋯ In contrast, employees who were higher in conscientiousness reduced their job performance to a greater degree in response to contract breach. Future research directions are discussed.
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The goals of this study were (a) to assess the extent to which construction industry workplace injuries and illness are underreported, and (b) to determine whether safety climate predicts the extent of such underreporting. Data from 1,390 employees of 38 companies contracted to work at a large construction site in the northwestern United States were collected to assess the safety climate of the companies. ⋯ Further, organizations with a poor safety climate had significantly higher rates of underreporting (81% of eligible injuries unreported) compared with organizations with a positive safety climate (47% of eligible injuries unreported). Implications for organizations and the accuracy of the Bureau of Labor Statistics's national occupational injury and illness surveillance system are discussed.
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This study examines the reactions of African Americans and Whites to affirmative action programs (AAPs) applied to 4 human resource activities: hiring, promotion, training, and layoffs. The results of a scenario-based experimental study conducted on a large sample (N > 800) of advanced undergraduate and MBA business school participants generally supported the hypothesis that human resource activity elicited systematic differences in reaction to AAPs between African Americans and Whites. ⋯ Results indicated that AAP strength levels moderated racial differences in reaction to AAPs, while the moderating role of prior discrimination by the organization was not supported. Implications for future research are discussed.