Hostname: page-component-cd9895bd7-dk4vv Total loading time: 0 Render date: 2024-12-28T20:41:51.474Z Has data issue: false hasContentIssue false
  • English
  • Français

Further Delineation of “Social/Interpersonal Compatibility's” Role in Employability

Published online by Cambridge University Press:  07 January 2015

Gerald R. Ferris  and
James K. Summers
Gerald R. Ferris*
Affiliation:
Florida State University
James K. Summers
Affiliation:
Iowa State University
*
E-mail: gferris@cob.fsu.edu, Address: Department of Management, College of Business, Florida State University, Tallahassee, FL 32306-1110
Get access Rights & Permissions [Opens in a new window]

Extract

There has been no more fundamental concept in the field of industrial and organizational (I–O) psychology than “employability,” whereby individuals seek to gain and retain jobs with organizations, and organizations desire to attract and keep quality employees. Indeed, theory, research, and practice in the field continually have sought to identify the best predictors of performance and career success. Expansion of the predictor and criterion domains has been a focus of scholarly and practical concern for at least the past couple of decades, as we have realized that the fundamental nature of work, jobs, and organization have changed considerably in U.S. organizations.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 6 , Issue 1 , March 2013 , pp. 35 - 38
Copyright
Copyright © Society for Industrial and Organizational Psychology 2013 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Baron, R. A. (1989). Impression management by applicants during employment interviews: The "too much of a good thing" effect. In Eder, R. W., & Ferris, G. R. (Eds.), The employment interview: Theory, research, and practice (pp. 204–215). Thousand Oaks, CA: Sage.Google Scholar
Borman, W. C., Hedge, J. W., Ferstl, K. L., Kaufman, J. D., Farmer, W. L., & Bearden, R. M. (2003). Current directions and issues in personnel selection and classification. In Martocchio, J. J., & Ferris, G. R. (Eds.), Research in personnel and human resources management (Vol. 22, pp. 287–355). Oxford, England: JAI Press/Elsevier Science.Google Scholar
Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In Schmitt, N., Borman, W. C., & Associates (Eds.), Personnel selection in organizations (pp. 71–98). San Francisco, CA: Jossey-Bass.Google Scholar
Campbell, J. P., McCoy, R. A., Oppler, S. H., & Sager, C. E. (1993). A theory of performance. In Schmitt, N., Borman, W. C., & Associates (Eds.), Personnel selection in organizations (pp. 35–70). San Francisco, CA: Jossey-Bass.Google Scholar
Ferris, G. R., Bowen, M. G., Treadway, D. C., Hochwarter, W. A., Hall, A. T., & Perrewé, P. L. (2006). The assumed linearity of organizational phenomena: Implications for occupational stress and well-being. In Perrewé, P. L., & Ganster, D. C. (Eds.), Research in occupational stress and well-being (Vol. 5, pp. 205–232). Oxford, England: Elsevier Science.Google Scholar
Ferris, G. R., Perrewé, P. L., & Douglas, C. (2002). Social effectiveness in organizations: Construct validity and research directions. Journal of Leadership & Organizational Studies, 9(1), 49–63.10.1177/107179190200900104Google Scholar
Ferris, G. R., Treadway, D. C., Brouer, R. L., & Munyon, T. P. (2012). Political skill in the organizational sciences. In Ferris, G. R., & Treadway, D. C. (Eds.), Politics in organizations: Theory and research considerations (pp. 487–528). New York, NY: Routledge/Taylor and Francis.Google Scholar
Ferris, G. R., Witt, L. A., & Hochwarter, W. A. (2001). Interaction of social skill and general mental ability on job performance and salary. Journal of Applied Psychology, 86, 1075–1082.10.1037/0021-9010.86.6.1075Google Scholar
Grant, A. M., & Schwartz, B. (2011). Too much of a good thing: The challenge and opportunity of the inverted U. Perspectives on Psychological Science, 6(1), 61–76.10.1177/1745691610393523Google Scholar
Guion, R. M. (1998). Some virtues of dissatisfaction in the science and practice of personnel selection. Human Resource Management Review, 8(4), 351–365.10.1016/S1053-4822(99)00004-2Google Scholar
Hogan, R., Chamorro-Premuzic, T., & Kaiser, R. B. (2013). Employability and career success: Bridging the gap between theory and reality. Industrial and Organizational Psychology: Perspectives on science and Practice, 6, 3–16.10.1111/iops.12001Google Scholar
Hogan, R., & Shelton, D. (1998). A socioanalytic perspective on job performance. Human Performance, 11, 129–144.10.1207/s15327043hup1102&3_2Google Scholar
Mintzberg, H. (1983). Power in and around organizations. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
Pfeffer, J. (1981). Power in organizations. Boston, MA: Pitman.Google Scholar
Pierce, J. R., & Aguinis, H. (in press). The too-much-of-a-good-thing effect in management. Journal of Management.Google Scholar
Riggio, R. E. (1986). Assessment of basic social skills. Journal of Personality and Social Psychology, 51, 649–660.10.1037/0022-3514.51.3.649Google Scholar
Schneider, R. J., Ackerman, P. L., & Kanfer, R. (1996). To "act wisely in human relations": Exploring the dimensions of social competence. Personality and Individual Differences, 21, 469–481.10.1016/0191-8869(96)00084-0Google Scholar
Thorndike, E. L. (1920). Intelligence and its uses. Harper's Magazine, 140, 227–235.Google Scholar
Treadway, D. C. (2012). Political will. In Ferris, G. R., & Treadway, D. C. (Eds.), Politics in organizations: Theory and research considerations (pp. 529–554). New York, NY: Routledge/Taylor & Francis.Google Scholar
Witt, L. A., & Ferris, G. R. (2003). Social skill as moderator of the conscientiousness—performance relationship: Convergent evidence across four studies. Journal of Applied Psychology, 88, 809–820.Google Scholar