Although turnover is an issue of global concern, paradoxically there have been few studies of turnover across cultures. We investigated the cross-cultural generalizability of the job embeddedness model (Mitchell & Lee, 2001) by examining turnover in an individualistic country (United States) and a collectivistic country (India). Using cross-cultural data from call centers (N = 797), we demonstrated that although organization job embeddedness predicted turnover in both countries, different dimensions of job embeddedness predicted turnover in the United States and India. As hypothesized, on the basis of individualism-collectivism theory, person-job fit was a significant predictor of lower turnover in the United States, whereas person-organization fit, organization links, and community links were significant predictors of lower turnover in India. We also explored whether a newly developed construct of embeddedness-family embeddedness-predicts turnover above and beyond job embeddedness and found initial support for its utility in both the United States and India. Theoretical and practical implications are discussed.
This article conceptually and empirically explores the relationships among manager personality, manager service quality orientation, and climate for customer service. Data were collected from 1,486 employees and 145 managers in grocery store departments (N = 145) to test the authors' theoretical model. Largely consistent with hypotheses, results revealed that core self-evaluations were positively related to managers' service quality orientation, even after dimensions of the Big Five model of personality were controlled, and that service quality orientation fully mediated the relationship between personality and global service climate. Implications for personality and organizational climate research are discussed.
Cancer cell lines have contributed immensely in understanding the complex physiology of cancers. They are excellent material for studies as they offer homogenous samples without individual variations and can be utilised with ease and flexibility. Also, the number of assays and end-points one can study is almost limitless; with the advantage of improvising, modifying or altering several variables and methods. Literally, a new dimension to cancer research has been achieved by the advent of 3Dimensional (3D) cell culture techniques. This approach increased many folds the ways in which cancer cell lines can be utilised for understanding complex cancer biology. 3D cell culture techniques are now the preferred way of using cancer cell lines to bridge the gap between the 'absolute in vitro' and 'true in vivo'. The aspects of cancer biology that 3D cell culture systems have contributed include morphology, microenvironment, gene and protein expression, invasion/migration/metastasis, angiogenesis, tumour metabolism and drug discovery, testing chemotherapeutic agents, adaptive responses and cancer stem cells. We present here, a comprehensive review on the applications of 3D cell culture systems for these aspects of cancers. J. Cell. Physiol. 232: 2679-2697, 2017. © 2016 Wiley Periodicals, Inc.
Though assessment centers have operated for over 60 years, our understanding of what is and can be measured in them remains controversial. We argue that (a) assessment center behavior is not wholly situationally specific, (b) the effect of trait dimensions on assessment center behaviors has been understated, and (c) for empirical and theoretical reasons, assessment dimensions should and will continue to be a mainstay in assessment center research and practice. Assessment Center Behavior Is Not Wholly Situationally SpecificLance (2008) bases his claim of situational specificity largely on literature reviews (e.g., Lance, Lambert, Gewin, Lievens, & Conway, 2004) that found exercise (situational) factors of postexercise dimension ratings (PEDRs) to be markedly stronger than dimension (trait) factors. Although this review analyzed data presented within each study, a review by Bowler and Woehr (2006) that meta-analyzed the same data across studies showed the opposite: Assessment ratings were driven by both dimension and exercise factors.To examine the situational specificity hypothesis with large-sample data from a single assessment center, we culled data from Personnel Decisions International's (PDI) databases on 5,522 managers who had completed PDI's assessment center (mean N ¼ 3,459 for PEDR intercorrelations). This is, to our knowledge, the largest data set by far to examine the structure of assessment behavior ratings. Using this data set, we replicated analyses in Bowler and Woehr (2006), and a model specifying both correlated dimensions and correlated exercises fits our data best (CFI ¼ 0.95; RMSEA ¼ 0.05). As typically found, exercise factor loadings were stronger than dimension factor loadings (mean k ¼ .73 vs. mean k ¼ .31, respectively). Consistent with the meta-analytic findings in Bowler and Woehr, our results suggest that valid dimension variance is clearly retrievable from assessment ratings.Thus, when reviews conduct factor analyses within studies-many of which have small samples and thereby unstable parameters-dimension factors have not emerged. When factor analyses are based on largescale data, models specifying both correlated dimensions and correlated exercises provide the best fit. Although dimension factors are not as strong as exercise factors, these findings illustrate that (a) assessment
We share with Silzer and Jeanneret (2011) the belief that individual psychological assessment (IPA) is an integral and valuable part of industrial and organizational (I-O) psychology. Silzer and Jeanneret provide strong data about the pervasiveness of the practice of IPA in our field and they point out that it is most frequently practiced at higher organizational levels, where each position is complex and unique, where the requirements for success are multifaceted, and where, as a result, there are no ''perfect'' candidates who fit all the requirements. We see this widespread, executivelevel practice as an important opportunity to make a direct, visible, and significant impact on leaders and organizations. This is very much in line with the SIOP vision of advancing the science, practice, and visibility of the psychology of work. In fact, we believe there are few better opportunities for I-O to have significant impact than working directly with executives, as they serve as the gateway for I-O research to impact multiple organizational systems, creating better workplaces and more effective organizations. Because IPA can make significant contributions to SIOP's stated vision and goals, we strongly agree that it should be
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