The Journal of applied psychology
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Teamwork and coordination of expertise among team members with different backgrounds are increasingly recognized as important for team effectiveness. Recently, researchers have examined how team members rely on transactive memory system (TMS; D. M. ⋯ To establish the ecological validity and generality of TMS research findings, this study sampled 104 work teams from a variety of organizational settings in China and examined the relationships between team characteristics, TMS, and team performance. The results suggest that task interdependence, cooperative goal interdependence, and support for innovation are positively related to work teams' TMS and that TMS is related to team performance; moreover, structural equation analysis indicates that TMS mediates the team characteristics-performance links. Findings have implications both for team leaders to manage their work teams effectively and for team members to improve their team performance.
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Although there are numerous potential benefits to diversity in work groups, converging dimensions of diversity often prevent groups from exploiting this potential. In a study of heterogeneous decision-making groups, the authors examined whether the disruptive effects of diversity faultlines can be overcome by convincing groups of the value of diversity. ⋯ This effect was mediated by group-level information elaboration. Implications for diversity management in organizations are discussed.
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Although considerable research has focused on various forms of person-environment fit, little research has examined how person-team and person-role fit operate over time in team contexts. To address this gap, the authors examined the dynamic nature of values-based person-team fit and person-role fit. They identified several factors that influence these fit perceptions over time. ⋯ Individuals' growth satisfaction and performance were positively related to increases in person-role fit over time. Furthermore, the effect of performance on person-role fit was moderated by individuals' general self-efficacy. Implications for managerial practice and future research are discussed.
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The authors propose a procedure to determine (a) predictor composites that result in a Pareto-optimal trade-off between the often competing goals in personnel selection of quality and adverse impact and (b) the relative importance of the quality and impact objectives that correspond to each of these trade-offs. They also investigated whether the obtained Pareto-optimal composites continue to perform well under variability of the selection parameters that characterize the intended selection decision. The results of this investigation indicate that this is indeed the case. The authors suggest that the procedure be used as one of a number of potential strategies for addressing the quality-adverse impact problem in settings where estimates of the selection parameters (e.g., validity estimates, predictor intercorrelations, subgroup mean differences on the predictors and criteria) are available from either a local validation study or meta-analytic research.
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Real job applicants completed a 5-factor model personality measure as part of the job application process. They were rejected; 6 months later they (n = 5,266) reapplied for the same job and completed the same personality measure. Results indicated that 5.2% or fewer improved their scores on any scale on the 2nd occasion; moreover, scale scores were as likely to change in the negative direction as the positive. ⋯ Construct validity of the personality scales remained intact across the 2 administrations, and the same structural model provided an acceptable fit to the scale score matrix on both occasions. For the small number of applicants whose scores changed beyond the standard error of measurement, the authors found the changes were systematic and predictable using measures of social skill, social desirability, and integrity. Results suggest that faking on personality measures is not a significant problem in real-world selection settings.