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  • 1
    Electronic Resource
    Electronic Resource
    Effects of Nonlinearity and Heteroscedasticity on the Validity of Conscientiousness in Predicting Overall Job Performance (1999)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    International journal of selection and assessment 7 (1999), S. 0 
    Details
    ISSN: 1468-2389
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Most research on the relationship between personality and overall job performance assumes linearity and homoscedasticity. This study investigated the prevalence and nature of nonlinearities and heteroscedasticies in relationships between conscientiousness and supervisory ratings of overall job performance across five independent samples using both concurrent (k = 4) and predictive (k = 1) designs. Hierarchical polynomial regression analyses found evidence of robust linear effects but no evidence of statistically significant quadratic or cubic effects. A statistically and practically significant heteroscedastic effect was found in only one sample such that lower errors of prediction were evidenced in the ends in comparison to the middle of the bivariate distribution. Implications for the use of conscientiousness in personnel selection are suggested. Limitations of the current study and directions for future research are noted.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1468-2389.00115
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    Paper (German National Licenses)
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  • 2
    Electronic Resource
    Electronic Resource
    Self–Other Agreement: Comparing its Relationship with Performance in the U.S. and Europe (2005)
    Oxford, UK : Blackwell Publishing
    International journal of selection and assessment 13 (2005), S. 0 
    Details
    ISSN: 1468-2389
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: The use of multi-source feedback has proliferated in the United States in recent years; however, its usefulness in other countries is unknown. Using a large sample of American managers (n=3793), this study first replicated earlier studies demonstrating that simultaneous consideration of self and other ratings of leadership skills is important for managerial performance ratings. In addition, the impact of self–other agreement on performance was investigated among 2732 managers in five European countries (U.K., Germany, France, Denmark, Italy). Results indicated that the effect of self and other ratings in the prediction of performance differs between the U.S. and the European countries in that the simultaneous inclusion of both self and other ratings is generally less useful in those countries than in the U.S. Further, the effect of self–other agreement varies among the European countries. Implications for multi-source feedback interventions as well as multi-national personnel management are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.0965-075X.2005.00297.x
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  • 3
    Electronic Resource
    Electronic Resource
    Interdependence as a Moderator of the Relationship Between Competitiveness and Objective Sales Performance (2005)
    Oxford, UK : Blackwell Publishing Ltd
    International journal of selection and assessment 13 (2005), S. 0 
    Details
    ISSN: 1468-2389
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: In this study, we investigated the moderating role of interdependence (a personality trait that measures the extent to which individuals desire working in a group-based, cooperative setting) on the relationship between competitiveness and one-year objective sales performance. On the basis of data from 133 sales representatives, results indicated that: (a) competitiveness was related to objective sales performance; and (b) interdependence moderated the relationship between competitiveness and objective sales performance such that competitiveness predicted objective sales performance more strongly for those who scored low in interdependence versus those who scored high in interdependence. Implications for sales selection and reward systems and directions for future research are considered.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1468-2389.2005.00324.x
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  • 4
    Electronic Resource
    Electronic Resource
    Applying the social relations model to self and peer evaluations (2001)
    Bradford : Emerald
    The @journal of management development 20 (2001), S. 508-525 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Peer evaluations of performance increasingly are being used to make organizational decisions and to provide individuals with performance related feedback. Using Kenny's social relations model (SRM), data from 14 teams of undergraduate students who completed performance ratings of themselves and other team members were analyzed. Results indicated a significant target variance effect for the majority of performance dimensions and a significant perceiver variance effect for all performance dimensions. Results further indicated that, in general, how individuals see themselves is not congruent with how others see them, how individuals see themselves is congruent with how they see others, how individuals are seen on a particular dimension is related to how they are seen on other performance dimensions, and, how a person is seen by others does not relate to how that individual sees others. Implications, limitations, and suggestions for future research using the SRM are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621710110399792
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  • 5
    Electronic Resource
    Electronic Resource
    The big five in the USA and Japan (2005)
    Bradford : Emerald
    The @journal of management development 24 (2005), S. 720-736 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - To examine whether the "big five" personality factors operate similarly from a psychometric perspective across dissimilar cultures. Design/methodology/approach - Managers from the USA and Japan were administered a work-oriented measure of the big five and overall assessment ratings were collected. Independent groups t-tests were used to examine mean differences in personality scores across samples. Factor analysis was used to examine the structure of the big five across samples. Relative importance analyses were used to examine whether assessors across samples differentially weighted the big five in arriving at overall assessment ratings. Findings - Big five personality dimension scores were significantly higher in the US sample compared to the Japanese sample. Across both samples, relative importance analyses revealed extraversion to be the most important correlate of predicted job performance, whereas conscientiousness was the least important correlate of predicted job performance. Research limitations/implications - Three limitations existed: relatively small sample size for the Japanese sample (n=410) compared to the US sample (n=3,458); scarcity of Japanese demographic information makes interpretation of results due to culture less certain; and follow-up data on actual hiring decisions would enable additional interpretations of the data to be made. Practical implications - Results suggest that: the Five Factor Model of personality is rather robust across cultures, samples, and types of instruments, possible response biases across cultures should be taken into account when developing norms and setting cutoffs. Originality/value - Although a consistent response bias is evidenced across the USA and Japan, the Five Factor Model of personality remains robust and what makes for an effective manager appears to be consistent across cultures.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621710510613744
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  • 6
    Electronic Resource
    Electronic Resource
    The right stuff: understanding cultural differences in leadership performance (2001)
    Bradford : Emerald
    The @journal of management development 20 (2001), S. 639-650 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: A study was conducted that examined which managerial skill dimensions were critical for effective leadership for managers in the USA and seven European countries. The results suggested more similarities than differences across countries. Specifically, a core group of two skill dimensions emerged as critical for effective leadership across countries and operationalizations of criticality. These dimensions were analyze issues and drive for results. However, results did differ depending on how criticality was operationalized. The findings of the study suggest that: users of 360-degree feedback instruments should not rely solely on perceived importance of a skill dimension to aid in ratings interpretation, and the ability to solve complex problems and learn quickly on the one hand and being hard-working and persistent on the other hand are prerequisites for effective leadership, regardless of whether you are leading in Pittsburgh or in Paris.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/EUM0000000005637
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  • 7
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    Managerial Willingness to Assume Traveling, Short-term and Long-term Global Assignments (2009)
    Springer
    Details
    Publication Date: 2009-06-01
    Print ISSN: 0938-8249
    Electronic ISSN: 1861-8901
    Topics: Economics
    Published by Springer
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