Exploring safety knowledge sharing among experienced and novice workers.

Introduction: This paper investigates how members of a culinary and hospitality arts program generate, share, and learn safety knowledge via social and identity mechanisms.

Method: We conducted semi-structured interviews with 20 participants of varying roles and experience (i.e.

Using frame-of-reference training to understand the implications of rater idiosyncrasy for rating accuracy.

Frame-of-reference (FOR) rater training is one technique used to impart a theory of work performance to raters. In this study, the authors explored how raters' implicit performance theories may differ from a normative performance theory taught during training. The authors examined how raters' level and type of idiosyncrasy predicts their rating accuracy and found that rater idiosyncrasy negatively predicts rating accuracy.

Applicant attraction to organizations and job choice: a meta-analytic review of the correlates of recruiting outcomes.

Attracting high-performing applicants is a critical component of personnel selection and overall organizational success. In this study, the authors meta-analyzed 667 coefficients from 71 studies examining relationships between various predictors with job-organization attraction, job pursuit intentions, acceptance intentions, and job choice. The moderating effects of applicant gender, race, and applicant versus nonapplicant status were also examined.

Applicant reactions to face-to-face and technology-mediated interviews: a field investigation.

This field study examined applicant reactions (N = 802) toward face-to-face as compared with technology-mediated interviews (through videoconferencing or by telephone) for 346 organizations. Face-to-face interviews were perceived as more fair and led to higher job acceptance intentions than were videoconferencing and telephone interviews. Perceived interview outcomes were higher with face-to-face and telephone interviews over videoconferencing.

Presentation modality and indirect performance information: effects on ratings, reactions, and memory.

The authors investigated whether raters integrate indirect (second-hand) information from an employee's co-worker with their direct observations when completing performance evaluations. Performance levels of direct and indirect information and presentation modality (auditory vs. textual) were manipulated (N = 220).