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The purpose of this paper is to test whether self-verification striving serves as an individual difference antecedent of emotional labor and explore whether various emotional labor tactics acted as mediating mechanisms through which self-verification striving relates to employee outcomes.

The sample used in this paper consisted of supervisor–subordinate dyads working in six hotels in South Korea and used multi-level analyses and the Monte Carlo method to test the research hypotheses presented in this paper.

Self-verification striving was positively and directly related to job performance as well as two out of three forms of emotional labor (i.e. the expression of naturally felt emotions and deep acting). Self-verification striving also indirectly related to job satisfaction through the expression of naturally felt emotions and indirectly related to job performance through deep acting.

The findings of this paper suggest that organizations should consider self-verification striving as an employment selection criterion and provide training programs to help their customer service employees engage in appropriate types of emotional labor.

This paper is the first to explore the underlying mechanisms through which self-verification striving relates to employee outcomes. It also empirically bolsters the notion that expressing naturally felt emotions is an important means of authentic self-expression that positively contributes to job satisfaction. Further, the authors found that self-verification striving positively relates to job performance partially through deep acting. Moreover, they have shown that self-verification striving, as an individual differences variable, is an antecedent of different types of emotional labor.

This research aims to contribute to the discussion of P‐O fit by examining the potential of assessment centre performance to predict graduate P‐O fit over time. Does assessment centre performance provide predictive value over and above that provided by personality, work experience, level of degree, socialisation tactics, and quality of training and development?

The study utilises a panel design and surveyed graduates at three points over a six‐year period. The sample size used for analysis was 137.

The findings revealed that assessment centre performance predicted P‐O fit, even after controlling for personality, level of initial degree, work experience, socialisation tactics and quality of training and development. The findings indicated that assessment centre performance had predictive value over the six‐year period of the study.

The study indicates that the assessment centre has long‐term value as a selection tool in the context of predicting P‐O fit. The implications for future research include the extent to which this finding will hold for objective as well as subjective P‐O fit. It is also appropriate to investigate the link between assessment centre performance and P‐O fit, based on the perceptions of others such as boss and subordinates. Future research should examine these relationships on a different sample of employees.

Examines the potential of assessment centre performance to predict graduate P‐O fit over time.