Search

Impression management (IM), especially deceptive IM (faking), is a cause for concern in selection interviews. The current study combines findings on lie detection with signaling theory to address how candidates’ deceptive versus honest IM shows in verbal deception cues, which then relate to interview ratings of candidates’ interview performance. After completing a structured interview rated by two trained interviewers, 182 candidates reported their deceptive and honest IM. Verbal deception cues (plausibility, verbal uncertainty) were coded from video recordings. Results supported the hypotheses: Deceptive IM directly raised interviewer ratings (intended positive signal) but lowered the responses’ plausibility and enhanced verbal uncertainties (unintended negative signals). Honest IM raised responses’ plausibility. Plausibility related positively to interviewer ratings (receiver reaction), thus accounting for a negative indirect effect of deceptive IM and a positive indirect effect of honest IM on interviewer ratings. This study contributes to theory and practice regarding faking detection in employment interviews.

This paper proposes interaction analysis as an alternative scoring procedure in assessment centers (ACs). Interaction analysis allows for a more fine-grained scoring approach by which candidate behaviors are captured as they actually happen, thus avoiding judgment errors typically associated with traditional scoring procedures. We describe interaction analysis and explain how this procedure can improve the validity of ACs. In a short research example, we showcase how interaction analysis can be implemented in AC settings. Finally, we integrate our arguments in terms of three key propositions which we hope will inspire future research on more dynamic scoring procedures.

Employment is critical for refugees' positive integration into a receiving country. Enabling employment requires cross-sector collaborations, that is, employers collaborating with different stakeholders such as refugees, local employees, other employers, unofficial/official supporters, and authorities. A vital element of cross-sector collaborations is trust, yet the complexity of cross-sector collaborations may challenge the formation and maintenance of trust. Following a theory elaboration approach, this qualitative study with 37 employers and 27 support workers in Germany explores how employers' experiences in cross-sector collaborations on refugees' labor market integration affect their trust in other stakeholders in this cross-sector space. Specifically, we explored employers' perceptions of trust breaches, and how these perceptions affect their further engagement in cross-sector collaborations on refugee integration. Based on our findings, we propose a process model that describes how unmet collaboration expectations and negative assessments of collaborators' attitudes and behaviors lead to perceived trust breaches which, in turn, lead to employers' hesitancy to hire refugees and/or to engage in cross-sector collaborations. In doing so, we extend existing theory on trust within organizations to the cross-sector context of refugee integration, uncovering context-specific meanings to trustworthiness dimensions and illustrating how breaches of different trustworthiness dimensions can interact. Moreover, we show how social policies, resources, and trustors' perceived vulnerability in collaborations shape their risk perceptions. This study highlights the central role of trust for refugee integration and illustrates how missing goals and process clarity endanger sustainable collaborations. [ABSTRACT FROM AUTHOR]

Unemployment bears many negative consequences for both individuals and societies. Particularly the long-term unemployed face poor chances of finding reemployment, and many recommendations issued in the regular unemployment literature may not apply to them. Therefore, the current study investigates whether employability (Fugate et al., 2004) may help finding reemployment among those who have been unemployed for years. Specifically, we examine whether employability can foster job search and the chance on finding reemployment above and beyond the barriers that long-term unemployed people so often face. Additionally, we investigate whether reemployment interventions can contribute to long-term unemployed people's employability. The present study assessed long-term unemployed people's employability at two points in time (nT1 = 2541, nT2 = 897). Results show that employability fosters job search and the chance on finding reemployment among long-term unemployed people, although not all employability dimensions contributed equally to job search and reemployment. Moreover, reemployment interventions contributed to people's development of employability, although the effects were relatively small. Taken together, our study demonstrates the significant role of employability in the reemployment process, thereby extending the notion of employability from active members of the workforce to the long-term unemployed. We discuss that reemployment research and practice should focus on longterm unemployed people's employability, and that reemployment services should take a more person-centered approach in helping them to find reemployment. (Contains 4 tables.)

The transition from school to work is one of the most critical steps in graduates' careers, as it can determine vocational outcomes and future career success. Yet, these newcomers to the labor market often take longer than regular job seekers to find a suitable job, are more likely to experience a job mismatch and to suffer from underemployment. In this study, we proposed that career adaptability might help remedy this problem. We therefore developed a training aimed at providing graduates with career adaptability resources, with the assumption that this may foster training-participants' later career adaptability and employment quality. A longitudinal field quasi-experiment compared the development of each career adaptability dimension between a training group (n = 32) and a control group (n = 24) over three points in time (pre-training measurement, post-training measurement and follow-up measurement six months later). Repeated measures analyses showed an overall increase in concern, control and curiosity within the training group, whereas there was no increase (concern) or even an overall decrease (control and curiosity) within the control group. Consequently, the training succeeded in enhancing participants' control and curiosity in the long run. Furthermore, among participants who had found employment half a year later, training participants reported higher employment quality than did members of the control group. In sum, results show that providing graduates with career adaptability resources can raise their chances on finding a qualitatively good job. (Contains 3 tables and 1 figure.)

The Career Adapt-Abilities Scale (CAAS)--Netherlands Form consists of four scales, each with six items, which measure concern, control, curiosity, and confidence as psychosocial resources for managing occupational transitions, developmental tasks, and work traumas. Internal consistency estimates for the subscale and total scores ranged from satisfactory to excellent. The factor structure was quite similar to the one computed for the combined data from 13 countries. The Dutch version of the CAAS-Netherlands Form is identical to the International Form 2.0. The convergent validity of the CAAS-Netherlands was established with relating the CAAS subscales to self-esteem, Big Five personality measures, and regulatory focus. Relations between the subscales and these stable personality factors were largely as predicted. The discriminant validity of the CAAS-Netherlands was established by relating the CAAS scores to general mental ability; no significant relationship between career adaptability and general mental ability was found. (Contains 3 tables.)

During organizational restructuring and downsizing, employees often worry about being redundant, actually are redundant, and/or feel unsatisfied with their jobs. Employees, in turn, often react with poor loyalty to and high voluntary exit from the organization. The current study addresses this process from a careers' perspective, showing that career adaptability in the form of employees' career exploration and planning can account for at least some of these relationships. Redundancy fostered employees' career adaptive behaviors while job insecurity inhibited their career planning. Career planning, in turn, positively predicted employees' loyalty to the organization five months later while career exploration negatively predicted employees' loyalty, and positively predicted employees' exit reactions in the form of turnover intentions, job-search behaviors, and actual turnover. Implications and directions for future research are discussed. (Contains 2 tables and 2 figures.)

Past job-search research has focused on how hard unemployed people search for a job, but we still know little about the strategies that people use during their search and how we can predict the quality of the reemployment found. The first aim of this study was to predict the use of different job-search strategies via job-seekers' career adaptability. The second aim was to examine the impact of different job-search strategies on both the number of job-offers and the quality of the obtained job. In a two-wave study, 248 unemployed people indicated their career adaptability and the job-search strategies that they used. The use of a focused and exploratory strategy contributed to the number of job offers, whereas the use of an exploratory strategy reduced the quality of reemployment 8 months later. Moreover, career decision making and career confidence positively predicted reemployment quality. Implications for reemployment practice and further research are discussed. (Contains 3 figures and 3 tables.)

The distinction between what people "can" do (maximum performance) and what they "will" do (typical performance) has received considerable theoretical but scant empirical attention in industrial-organizational psychology. This study of 138 participants performing an Internet-search task offers an initial test and verification of P. R. Sackett, S. Zedeck, and L. Fogli's (1988) model of typical versus maximum performance: Motivation--in the form of direction, level, and persistence of effort exerted--rose significantly under the maximum performance condition. Consequently, the correlation between motivation--in the form of direction and level of effort--and performance diminished, whereas the correlation between ability--in the form of declarative knowledge and procedural skills--and performance increased under the maximum performance condition. Overall, results confirm the general propositions of the model. Implications for the generalizability of these findings, theory, practice, and directions for future studies of typical and maximum performance are discussed. (Contains 2 footnotes, 4 tables, and 2 figures.)

Job loss is one of the most difficult work related situations that an individual may encounter. Yet, sometimes job loss may also turn into a blessing in disguise. Combining the careers literature with the literature on unemployment, the current paper addresses potential positive outcomes of job loss by focusing on specific career adaptability activities that individuals can undertake to obtain these outcomes. Three hundred and four unemployed outplacement attendees reported their use of self and environmental career exploration and career planning, as well as of job search (general and networking) and the availability of two resources that may foster these activities, general self-efficacy and social support. Six months later, 215 individuals reported their current reemployment status and, when applicable, the quality of that reemployment. Results replicate the positive effects of job search on finding reemployment but moreover outline the relevance of career planning and exploration during unemployment on ensuring the quality of this reemployment. Theoretical implications and directions for practice and future research are discussed.