Multiple routes to mind wandering: Predicting mind wandering with resource theories.

Three experiments examine individual (attentional capacity) and task-related characteristics leading to mind wandering, and the effect of mind wandering on task performance. Drawing on resource theories, we tested interactive nonlinear effects of these predictors, manipulating task demand using math tests of varying difficulty (Exp 1: N = 143, three levels between-subjects; Exp 2: N = 59, three levels within-subjects; Exp 3: N = 133, four levels within-subjects). Results confirmed that mind wandering was most frequent during extreme task demand levels, although the effect varied somewhat between experiments.

The comparative effect of subjective and objective after-action reviews on team performance on a complex task.

The after-action review (AAR; also known as the after-event review or debriefing) is an approach to training based on a review of trainees' performance on recently completed tasks or performance events. Used by the military for decades, nonmilitary organizations' use of AARs has increased dramatically in recent years. Despite the prevalence of AARs, empirical research investigating their effectiveness has been limited.

Team task analysis: differentiating between tasks using team relatedness and team workflow as metrics of team task interdependence.

Objective: As a constructive replication and extension of Arthur, Edwards, Bell, Villado, and Bennett (2005), the objective of the current study was to further investigate the efficacy of team relatedness and team workflow ratings (along with their composite) as metrics of interdependence.

Background: Although an analysis of task and job interdependence has important implications and uses in domains such as job design, selection, and training, the job analysis literature has been slow to develop an effective method to identify team-based tasks and jobs.

Method: To achieve the study's objectives, 140 F-16 fighter pilots (35 four-person teams) rated 34 task and activity statements in terms of their team relatedness and team workflow.

The importance of distinguishing between constructs and methods when comparing predictors in personnel selection research and practice.

The authors highlight the importance and discuss the criticality of distinguishing between constructs and methods when comparing predictors. They note that comparisons of constructs and methods in comparative evaluations of predictors result in outcomes that are theoretically to conceptually uninterpretable and thus potentially misleading. The theoretical and practical implications of the distinction between predictor constructs and predictor methods are discussed, with three important streams of personnel psychology research being used to frame this discussion.

The use of person-organization fit in employment decision making: an assessment of its criterion-related validity.

Because measures of person-organization (P-O) fit are accountable to the same psychometric and legal standards used for other employment tests when they are used for personnel decision making, the authors assessed the criterion-related validity of P-O fit as a predictor of job performance and turnover. Meta-analyses resulted in estimated true criterion-related validities of .15 (k = 36, N = 5,377) for P-O fit as a predictor of job performance and .

Team task analysis: identifying tasks and jobs that are team based.

This paper presents initial information on the development and validation of three team task analysis scales. These scales were designed to quantitatively assess the extent to which a group of tasks or a job is team based. During a 2-week period, 52 male students working in 4-person teams were trained to perform a complex highly interdependent computer-simulated combat mission consisting of both individual- and team-based tasks.