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In industrial‐organizational psychology, research and practice has focused on the use of situational judgment tests to predict managerial job performance. Although there is considerable controversy over what these tests actually measure, many have argued that they at least partially measure practical intelligence or “common sense.” Therefore the purpose of this article is to discuss situational judgment tests as assessments of common sense.

Reviewing the relevant industrial‐organizational psychology literature, this article considers the history and development of situational judgment tests as well as how the field has defined situational judgment. It also reviews the empirical and theoretical literature on their effectiveness for assessing managerial decision‐making competence.

Situational judgment tests have been found to be effective predictors of many organizational outcomes in a variety of job settings and positions. In particular, they have been found to incrementally predict future performance on‐the‐job beyond other typical predictors. Situational judgment tests are also relatively easy to administer and score and are often well received by managers and job applicants.

This article suggests situational judgment tests offer an efficient method of assessing common sense that can easily be adapted to many employment settings.

Many human resource professionals erroneously believe that they can hire the best employees without the assistance of decision aids. The purpose of this study is to examine personal and situational characteristics that may relate to preference for intuition‐based approaches to hiring employees.

A representative sample of 206 managers and directors of human resources management was asked to complete an online questionnaire addressing psychological constructs and career information.

The authors found that the profile of a professional who prefers intuition‐based hiring is one who is an experiential thinker (i.e. tends to make everyday decisions based on feelings), is less experienced, works for a smaller organization, and does not possess advanced professional certification. Hiring context (i.e. selecting hourly versus salaried employees) did not influence preferences for intuition‐based hiring.

Elements of the study are cross‐sectional and based on self‐reports. This does not allow for causal interpretations and increases the risk of common method bias.

Qualities that serve a human resource professional well in some aspects of work performance may interfere with the adoption of evidence‐based practices.

This study is the first to examine the characteristics of human resource professionals that are associated with a preference for intuition‐based hiring, and provides a new measure of selection decision‐making approach that may be used as a dependent variable in future research on the topic.

Massive shifts in the recruitment landscape, the continually changing nature of work and workers, and extraordinary technological progress have combined to enable unparalleled advances in how current and prospective employees receive and process information about organizations. Once the domain of internal organizational public relations and human resources (HR) teams, most employment branding has moved beyond organizations’ control. This chapter provides a conceptual framework pertaining to third party employment branding, defined as communications, claims, or status-based classifications generated by parties outside of direct company control that shape, enhance, and differentiate organizations’ images as favorable or unfavorable employers. Specifically, the authors first theorize about the underlying mechanisms by which third party employment branding might signal prospective and current employees. Second, the authors develop a framework whereby we comprehensively review third party employment branding sources, thus identifying the different ways that third party employment branding might manifest. Third, using prototypical examples, the authors link the various signaling mechanisms to the various third party employment branding sources identified. Finally, the authors propose an ambitious future research agenda that considers not only the positive aspects of third party employment branding but also potential “dark sides.” Thus, the authors view this chapter as contributing to the broader employment branding literature, which should enhance scholarly endeavors to study it and practitioner efforts to leverage it.

The purpose of this paper is to examine the impact of transformational leadership (TL) on employees’ individual performance (IP) through the mediating role of affective commitment (AC). More specifically, it aims to understand how TL relates to employees’ AC, TL relates to employees’ IP, employees’ AC relates to IP and employees’ AC mediates the relationship between TL and employees’ IP.

A total of 476 Turkish healthcare professionals participated in this study. The mediation effect of AC in the relationship between TL and employees’ IP was tested by structural equation modeling.

The results indicate that AC mediates the relationship between TL and employees’ IP. In others words, transformational leaders promote employees’ AC which, in turn, increases their IP.

This study suggests that organizations should select, develop and invest in leaders who adopt a TL style because they build a climate of admiration, loyalty, respect, participation and involvement for employees which will in turn enhance their commitment and performance.

This study responds to calls for research studies to explore the mediating mechanism in the TL process (Judge et al., 2006), as the mediation effects explain the conditions in which TL is related to the favorable outcomes.

Individuals normally make fairness judgements when experiencing negative outcomes on an important task, such as finding employment. Fairness is an affect-laden subjective experience. Perceptions of injustice can cause resource depletion in unemployed job seekers, potentially leading to reduced self-regulation. The purpose of this paper is to investigate the role of: first, justice perceptions during a job search and their impact on job search self-efficacy (JSSE); second, the mediating role of JSSE between justice perceptions and job search strategies; and third, associations between job search strategies and quantity and quality of job search behavior.

Unemployed individuals (n=254) who were actively searching for a job reported on their past job search experiences with respect to justice, completed measures of JSSE, and reported recent job search behavior.

Results reveal the potentially harmful impact of perceived injustice on job search strategies and the mediating role of JSSE, a self-regulatory construct and an important resource when looking for a job. Specifically, perceived injustice is negatively associated with JSSE. Reduced JSSE is associated with a haphazard job search strategy and less likelihood of exploratory and focussed strategies. A haphazard job search strategy is associated with making fewer job applications and poor decision making. Conversely, perceived justice is associated with higher JSSE and exploratory and focussed job search strategies. These two strategies are generally associated with higher quality job search behavior.

There are two major limitations. First, while grounded in social-cognitive theory of self-regulation and conservation of resources (COR) theory, a cross-sectional research design limits determination of causality in the model of JSSE as a central social-cognitive mechanism explaining how justice impacts job search strategies. Second, some results may be conservative because social desirability may have restricted the range of negative responses.

This study provides insights to individuals who are supporting job seekers (e.g. career counselors, coaches, employers, and social networks). Specifically, interventions aimed at reducing perceptions of injustice, increasing JSSE, and improving job search strategies and behavior may ameliorate the damaging impact of perceived injustice.

This study is the first to examine perceived justice in the job search process using social-cognitive theory of self-regulation and COR theory. Moreover, we provide further validation to a relatively new and under-researched job search strategy typology by linking the strategies to the quantity and quality of job search behaviors.

Although researchers agreed that corporate image and employer image are important factors affecting organizational attractiveness, understanding the role of social identity within the attracting process, in addition to exploring the relationship between corporate image and employer image, is still a research gap. Therefore, this study aims to investigate the effect of corporate and employer image on organizational attractiveness in addition to understanding the moderating role of social identity on the relationship between corporate image and employer brand and organizational attractiveness.

The study used a survey method for data collection from fourth year students.

The findings show that both employer image and corporate image have a significant positive effect on organizational attractiveness . In addition, it has showed that social identity consciousness plays partial role as a moderator in the model.

This paper is one of the first papers that include corporate image, employer image, social identity consciousness and organizational attractiveness in the same model . In addition, it is one of the limited papers that considered both signal and social identity theory in attraction process.

In job advertisements, companies present claims about their organizational identity. My study explores how employers use multimodality in visuals and verbal text to construct organizational identity claims and address potential future employees. Drawing on a multimodal analysis of job advertisements used by German fashion companies between 1968 and 2013, I identify three types of job advertisements and analyze their content and latent meanings. I find three specific relationships between identity claims’ verbal and visual dimensions that also influence viewers’ attraction to, perception of the legitimacy of, and identification with organizations. My study contributes to research on multimodality and on organizational identity claims.

The COVID-19 pandemic exacerbated the talent challenges faced by hospitality organisations. This paper aims to propose a new concept – industry talent branding – which, is argued, offers industry stakeholders the opportunity to reduce such issues through working more collaboratively and strategically to magnify the pool in which individual organisations compete for talent.

This paper proposes a conceptual framework of industry talent branding, based on brand equity theory, signalling theory and the employer branding literature.

Industry talent branding opens a potentially new stream of research on how talent attraction and retention issues may be addressed. The authors propose that there is merit in moving beyond the organisational-level phenomenon of employer branding to industry talent branding through articulating a broader collaborative and strategic agenda to increase and widen the talent pool available to organisations.

The proposed framework offers the hospitality industry and its encompassing stakeholders a means to adopt a more proactive, collective and strategic approach to address long-standing talent challenges.

This paper combines brand equity and signalling theories to develop the concept of industry talent branding, defined as a strategically curated, yet realistic impression of the employee value proposition (i.e. the benefits and rewards received by employees in return for their work performance) available within the industry, that by design will sustainably attract new employees into the industry and retain existing talent.