Dirty work involves tasks that are considered disgusting or degrading. Individuals engaged in dirty work are often stigmatized, and this stigma may negatively affect the workers’ job-related attitudes. Although dirty work is often cast in a negative light, we explore an aspect of jobs that might lessen the detrimental effects of performing dirty work: invisibility. Using a sample of 329 working adults, we investigate the impact of invisibility on job satisfaction and occupational identification of marginalized dirty workers. Results indicate that performing dirty work, and being marginalized, each negatively impact job-related attitudes. In dirty occupations, relationships were weaker for employees reporting higher levels of invisibility with invisible employees reporting higher levels of occupational identification than their more visible counterparts. These findings shed new light on developing positive workplace experiences by suggesting that invisibility may be the key to reducing the stigmas associated with dirty work. Theoretical implications, directions for future research, and practical implications are discussed.

We highlight the importance of individual work identity as organizational identification’s counterpart in the new world of work and propose a theoretical model regarding the influences of affective events and worker agency on gig worker identity construction. We suggest individual work identity perceptions can be generated by negotiated exchanges with organizations, groups, and networks that may serve as organizational proxies. Drawing on Affective Events Theory and Sense of Agency, we assert that the physical, temporal, and administrative connections with an organization interact with work configuration to influence the affective reactions that impact individual work identities in the gig economy context.

In search of antecedents of the imposter phenomenon, this paper examines whether perceptions of an ethical climate change how an individual’s concern over mistakes and personal standards relate to the impostor phenomenon. Concern over mistakes, when taken to extremes, can result in dysfunctional interactions with others. We propose that an individual’s perception of the ethical climate is likely to influence how concern over mistakes and personal standards influence the impostor phenomenon. The results, based on over 600 students, reveal that both ethical climate and the two facets of perfectionism are linked to the imposter phenomenon. Notably, when there is a strong ethical climate, there becomes an increased positive relationship between concern over mistakes and the imposter phenomenon. Similarly, in the presence of a strong ethical climate, there is an increased positive relationship between personal standards and the imposter phenomenon. Practical implications suggest that the ethical climate of colleges of business may influence students’ thoughts of being an imposter and contribute to future maladaptive beliefs.

Turnover is costly in any business, but even more so in a small business where employees wear many hats and often feel like part of the family. This is a study of a national franchise organization and eight of its small business franchisees to understand the roles of trust, organizational commitment, and justice on employee turnover. The results demonstrate that there are ways employers can limit turnover, and hence, reduce the costs of employment. Higher levels of procedural, distributive and interactional justice all are positively related to higher levels of employee trust in franchise management. Employee trust in franchise management is positively related to both normative and affective commitment. In addition, employees who report higher levels of empowerment also have greater organizational commitment in all forms. In turn, affective commitment and employee tenure are found to be negatively related to voluntary turnover. Overall, small business employers who work to build trusting relationships with employees through open communication and strong interpersonal relationships will reduce unwanted turnover in their organizations. Turnover is costly in any business, but even more so in a small business where employees wear many hats and often feel like part of the family. This is a study of a national franchise organization and eight of its small business franchisees to understand the roles of trust, organizational commitment, and justice on employee turnover. The results demonstrate that there are ways employers can limit turnover, and hence, reduce the costs of employment. Higher levels of procedural, distributive and interactional justice all are positively related to higher levels of employee trust in franchise management. Employee trust in franchise management is positively related to both normative and affective commitment. In addition, employees who report higher levels of empowerment also have greater organizational commitment in all forms. In turn, affective commitment and employee tenure are found to be negatively related to voluntary turnover. Overall, small business employers who work to build trusting relationships with employees through open communication and strong interpersonal relationships will reduce unwanted turnover in their organizations. Turnover is costly in any business, but even more so in a small business where employees wear many hats and often feel like part of the family. This is a study of a national franchise organization and eight of its small business franchisees to understand the roles of trust, organizational commitment, and justice on employee turnover. The results demonstrate that there are ways employers can limit turnover, and hence, reduce the costs of employment. Higher levels of procedural, distributive and interactional justice all are positively related to higher levels of employee trust in franchise management. Employee trust in franchise management is positively related to both normative and affective commitment. In addition, employees who report higher levels of empowerment also have greater organizational commitment in all forms. In turn, affective commitment and employee tenure are found to be negatively related to voluntary turnover. Overall, small business employers who work to build trusting relationships with employees through open communication and strong interpersonal relationships will reduce unwanted turnover in their organizations.

This study examined the extent the Big Five personality traits and emotional intelligence can be faked. Using a student sample, the equivalence of measurement and theoretical structure of models in a faking and honest condition was tested. Comparisons of the models for the honest and faking groups showed the data fit better in the faking condition. These results suggest that faking does change the rank orders of high scoring participants. The personality dimensions most affected by faking were emotional stability and conscientiousness within the Big Five and the general mood and stress management dimensions of Bar-On's Emotional Quotient Inventory–Short Form (1997) measure of emotional intelligence.

Layoffs are common in today's organizations. Most studies that have examined the correlation between procedural justice and the organizational commitment of layoff survivors have yielded positive correlations, but the magnitude of the correlations varies widely. This study is the first to estimate the population correlation and to identify the primary sources that cause variation in the correlation across studies. The results indicated that justice and commitment correlations can always be expected to be positive. Based on a total sample size of 9,080 individuals, the estimated mean population correlation was .34. Variation was primarily explained by attributes of the justice measure where multiple items scales and scales composed of both interactional and procedural justice items yielded higher correlations than single item measures. Therefore, it is important that employers recognize the substantial assuaging affect that procedural and interactional justice can have on survivors' organizational commitment.

The purpose of this study was to investigate how justifications for hiring procedures and hiring decisions impact white nonbeneficiaries perceptions of fairness. The results for the procedural and distributive justice hypotheses were strikingly similar. Both the diversity justification and no justification were perceived to be fairer than the affirmative action justification for both procedural and distributive justice. Interestingly, however, the respondents perceived no justification to be fairer than the diversity justification. Of the three different scenarios, no justification was perceived to be the most fair and affirmative action was perceived to be the least fair justification.

PurposeThe purpose of this paper is to show how various organizational justifications for hiring decisions influence the beneficiary's perceptions of fairness. Specifically, the paper investigates the relative impacts of no justification, affirmative action justification and justifications based on attempts to improve organizational creativity.Design/methodology/approachParticipants were asked to read several vignettes in which the justification for the hiring decisions was manipulated. Fairness perceptions were then assessed for each scenario. Paired‐sample t tests were used to test hypotheses.FindingsThe paper finds that perceptions of both procedural and distributive justice appeared to follow a common theme across Hispanic and African American subgroups where the hiring decision was perceived to be fairer when no justification was provided. Hiring decisions based on affirmative action and diversity programs designed to promote creativity were perceived as less fair by both African Americans and Hispanics.Research limitations/implicationsThe study used a sample of minority students, thereby limiting the generalizability of these findings.Practical implicationsThe current study has practical implications in that it may help both academicians and practitioners better understand what applicants perceive regarding the fairness of affirmative action and diversity programs.Originality/valuePast research has investigated the preferential selection of women and minorities, however, there has been little systematic inquiry into the possible justifications that might reduce the negative reactions of beneficiaries.

This paper has three goals. First, it responds to calls for additional research on subgroup differences in situational judgment tests. Second, it expands the cumulative knowledge on the incremental validity of situational judgment tests beyond cognitive ability and personality. Third, it examines the validity and incremental validity of various predictors for both task and contextual performance.

This study investigated the fakability of the Emotional Quotient Inventory Short Form (EQ-i:S), a mixed-model emotional intelligence test developed by Bar-On (2002). A sample of 229 undergraduate students from a southeastern university completed a battery of selection and assessment measures in both an honest and faking good condition. When responded to honestly, the EQ-i:Sis predicted by The Big Five with a multiple correlation of .79. Therefore, the EQ-i:S can be viewed as an aggregation of The Big Five constructs. When faking, respondents were able to improve scores on the EQ-i:S, each of its subtests, and each of The Big Five measures. Respondents improved scores on the EQ-i:S by .83 SD. Faking on the EQ-i:S was primarily predicted by cognitive ability and agreeableness. The relative ease with which respondents can substantially raise their scores limits the value of the EQ-i:S as an applicant screening tool. The substantial extent to which the EQ-i:S is predicted by The Big Five casts doubt on the construct of emotional intelligence as operationalized in the EQ-i:S.

Situational judgment tests (SJTs) are personnel selection instruments that present job applicants with work‐related situations and possible responses to the situations. There are typically 2 types of instructions: behavioral tendency and knowledge. Behavioral tendency instructions ask respondents to identify how they would likely behave in a given situation. Knowledge instructions ask respondents to evaluate the effectiveness of possible responses to a given situation. Results showed that response instructions influenced the constructs measured by the tests. Tests with knowledge instructions had higher correlations with cognitive ability. Tests with behavioral tendency instructions showed higher correlations with personality constructs. Results also showed that response instructions had little moderating effect on criterion‐related validity. Supplemental analyses showed that the moderating effect of response instructions on construct validity was not due to systematic differences in item content. SJTs have incremental validity over cognitive ability, the Big 5, and over a composite of cognitive ability and the Big 5.

Layoffs are common in today's organizations. Most studies that have examined the correlation between procedural justice and the organizational commitment of layoff survivors have yielded positive correlations, but the magnitude of the correlations varies widely. This study is the first to estimate the population correlation and to identify the primary sources that cause variation in the correlation across studies. The results indicated that justice and commitment correlations can always be expected to be positive. Based on a total sample size of 9,080 individuals, the estimated mean population correlation was .34. Variation was primarily explained by attributes of the justice measure where multiple items scales and scales composed of both interactional and procedural justice items yielded higher correlations than single item measures. Therefore, it is important that employers recognize the substantial assuaging affect that procedural and interactional justice can have on survivors' organizational commitment.

This study investigates development of measures for the social resources which may be exchanged in working relationships, such as between supervisors and subordinates or between employees and work group peers. Items designed to measure social resource categories were administered to a heterogeneous sample of 260 employees from diverse organizations. This sample was fairly evenly divided by sex, age, job type, and employment tenure. Analysis showed both contribution and receipt of social resources can be distinctly measured for four different categories (information, respect, liking, and effort).

Research suggests that students are likely to seek out employment opportunities within large organizations first and often view small businesses as a second choice (Teo & Poon, 1994; Moy & Lee, 2002). The purpose of this paper was to compare U.S. undergraduate business students' perceptions towards employment with small and medium-sized enterprises (SMEs) and multinational corporations (MNCs) and to determine if academic major, gender, or personality influenced these perceptions. The results indicated that accounting, finance, and marketing students preferred employment with MNCs, while the primary employment choice for management students was SMEs. In addition, males preferred employment with SMEs and females favored MNCs. No significant relationships were found between personality dimensions and employment preference. Findings did, however, indicate that several of job factors were significantly related to gender.

This study investigated the critical problems encountered by African American and White-owned formation and early growth firms in rural businesses. Analyses were conducted to determine the most critical types of problems encountered by these businesses and the relationship between the types of problems reported and the owner's race and firm's developmental stage. Strategic problems were the most critical problems by business owners in the sample, regardless of race or developmental stage, followed by administrative and operations. Although no significant relationship was found between the type of problems and the owner's race, a significant relationship was found between problem type and the firm's developmental stage, such that businesses in the formation stage are more likely to encounter strategic problems and early growth firms more often experience administrative problems.