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Management

“Dyadic Fit and the Process of Organizational Socialization”

Person-environment fit matters. Research has repeatedly shown that employees who fit with their jobs, their work groups, and their organizations are more committed and more satisfied (Kristof-Brown, Barrick, & Stevens, 2005). However, despite the demonstrated importance of person-environment fit, there has been a notable absence of research on interpersonal, dyadic fit at work (Ferris, Liden, Munyon, Summers, Basik, & Buckley, 2009). This is a surprising omission, because most people only feel like they really “fit” in a job if they have positive dyadic relationships with their co-workers and supervisor. As such, our understanding of behavior at work is incomplete if we fail to take the role of person-to-person relationships into account. There is also a practical, operational side to understanding dyadic relationships at work, because they facilitate the exchange of information and resources (e.g., Ibarra, Kilduff, & Tsai, 2005; Labianca & Brass, 2006; Nebus, 2006). Unfortunately, research on social relationships at work does not yet reflect the rich body of knowledge that has been amassed in other fields (Barry & Crant, 2000). Thus, while we know that interpersonal relationships are important, we currently do not know a great deal about these relationships in organizational contexts.
In this chapter, we outline a model of how person-environment fit develops in the course of social interactions among established organizational members and those who are new to the organization. The focus on the initial period of relationship development (i.e. organizational socialization) will help to illustrate a number of important processes that occur primarily in the initial acquaintance phase and unfold as individuals come to know one another better. Our theoretical development will proceed from a relationship science perspective (e.g., Berscheid, 1999; Kelley et al., 1983). This perspective offers insights that have been unexplored in both the person-environment fit and organizational socialization literatures, including an increased understanding of how people come to have close affective bonds with one another, a better set of tools for discussing the processes of social acceptance (and rejection), and a useful typology for differentiating types of relationships. To date, there has been only limited transfer of this material into the organizational behavior literature (for exceptions, see Ferris et al., 2009; Poteat, Shockley, & Allen, 2009; or Ragins & Dutton, 2007).
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50-74 pages 2013 Organizational Fit: Key Issues and New Directions John Kammeyer-Mueller Pauline Schilpzand Alex Rubenstein

Academic Journal
Management

“Earnings of Persons with Disabilities: Who Earns More (Less) from Entrepreneurial Pursuit?”

Earnings of Persons with Disabilities:
Who Earns More (Less) from Entrepreneurial Pursuit?
Abstract. Persons with disabilities (PWD) are among the largest and most diverse minority groups and among the most disadvantaged in terms of employment. Entrepreneurial pursuit is often advocated as a path toward employment, inclusion, and equality, yet few studies have investigated earning variation among PWD.
Methodology. We draw on social cognitive career theory (SCCT) and disability employment and entrepreneurship literatures to develop hypotheses about who among PWD are likely to earn more (less) from entrepreneurial pursuits. We then conduct analyses on the nationally representative sample of Canadian Survey on Disability including all PWD engaged in entrepreneurial pursuit and match each to an organizationally employed counterpart of the same gender and race, and of similar age and disability severity (n ≈ 810).
Findings. Entrepreneurial pursuit has a stronger negative association with earnings of PWD who experience earlier disability onset ages, who report more unmet accommodation needs, and who are female.
Originality. First, this study applies SCCT to help bridge literatures on organizational employment barriers for PWD and entrepreneurs with disabilities. Second, we call into question the logic of neoliberalism about entrepreneurship by showing that barriers to organizational employment impact entrepreneurial pursuit decisions and thereby earnings. Third, we extend understanding of entrepreneurial earnings among PWD by examining understudied disability and demographic attributes. Lastly, this study is among the first to use a matched sample to empirically test the impact of entrepreneurial pursuit on the earnings of PWD.
Keywords. disabilities, social cognitive career theory (SCCT), entrepreneurial pursuit, onset age, accommodation, disability origin
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2022 Emerald Yang Yang Mukta Kulkarni David Baldridge Alison Konrad View on:

Academic Journal
Management

“Emotional intelligence in autistic adults: A review with considerations for employers.”

Emotional intelligence is important within the workplace, as indicated by the multitude of positive workplace outcomes associated with heightened emotional intelligence. Research has demonstrated that many autistic individuals exhibit lower levels of trait emotional intelligence, potentially putting them at a disadvantage within the workplace. Emotional intelligence, however, is multifaceted, yet research on how autistic adults fare in these facets separately has remained siloed. All four facets are important and should be considered alongside one another to allow for a complete understanding of emotional intelligence and autism. The purpose of this paper is to review existing research with respect to how autistic individuals fare for each of the four facets of emotional intelligence, namely, perceiving emotions, using emotions to facilitate thought, understanding emotions, and managing emotions. This review is primarily intended to be descriptive and not prescriptive, though areas for consideration within the workplace—particularly regarding how autistic individuals may experience difficulties in meeting the necessary demands for sustainable career success—based on the reported findings are provided. Given this and the recognition that neurodiversity is an important component of organizational diversity, this paper is important for both individual employment sustainability efforts and organizational sustainable competitive advantage efforts.
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7252 pages 2023 Satoris Howes View on:

Academic Journal
Management

“Enhancing consistency of maximal responding in behavior description interviews: An exploration of priming and response length.”

In a Behavior Description Interview (BDI), candidates are asked to describe past experiences that demonstrate skills and abilities important for the position (Janz, 1982). A recent study by Huffcutt et al. (2020) found that only around half of participants (48.1 percent) describe an experience reflecting maximal performance capability. Random mixing of maximal capability with day-to-day typical performance tendencies is problematic psychometrically because candidates are not all providing comparable information and top candidates could be overlooked. Given notable methodological concerns with Huffcutt et al.’s approach, our first purpose was to provide empirical confirmation that maximal responding in BDIs is, in fact, inconsistent. Our estimate of the proportion of maximal responding was even lower (41.3 percent), further amplifying concerns when assessment of maximal performance capability is desired (e.g., for many professional positions). The second purpose was to investigate two factors that could increase the consistency of maximal responding: rewording the main BDI question to focus directly on absolute top-end experiences (i.e., priming) and longer response length. Both were found to have significant effects. A number of directions for future research were identified, which, along with these findings, could help researchers move closer to the long-term goal of uniform description of experiences that reflect each candidate’s maximal capability (or typical tendencies if so desired).
Details

Article 1 pages 2024 Allen Huffcutt Satoris Howes Dianne Murphy Sara Murphy