Two issues were explored: (a) which impression management (IM) tactics applicants use during actual interviews and (b) whether there is a relationship between applicants' IM tactics and their interview outcomes. The study also examined convergence across different methods and raters when measuring IM. Postinterview survey measures were obtained from applicants and interviewers regarding applicant IM behavior during a specific interview; in addition, a subset (n = 24) of interviews was audiotaped and analyzed for the presence of IM. Analyses revealed low to moderate convergence across methods and raters, suggesting that IM tactics may be multidimensional constructs. Across methods and raters, there was consistent evidence of greater applicant self-promotion than ingratiation. Similarly, IM tactics significantly predicted interviewers' evaluations and whether applicants later obtained site visits. Implications for future research are discussed.

Theory and research from the marketing literature on customer-based brand equity were used to predict how positive exposure to 4 early recruitment-related activities-publicity, sponsorships, word-of-mouth endorsements, and advertising-may affect the application decisions of engineering students. Similar to prior marketing findings, the results suggested that early recruitment-related activities were indirectly related to intentions and decisions through 2 dimensions of employer brand image: general attitudes toward the company and perceived job attributes. The relationships between word-of-mouth endorsements and the 2 dimensions of brand image were particularly strong. In addition, it was found that early recruitment-related activities interacted with one another such that employer brand image was stronger when firms used publicity in conjunction with other early recruitment-related activities.

This study examined the effects of self‐efficacy and a two‐stage training process on the acquisition and maintenance (i.e., retention) of complex interpersonal skills. In stage one, all participants received basic training in negotiation skills; behavioral measures of negotiation performance were taken following this training. During stage two, alternative post‐training interventions (goal setting and self‐management) were offered to facilitate skill maintenance. Six weeks later, behavioral measures of performance were repeated. Results indicated that pre‐test self‐efficacy contributed positively to both initial and delayed performance. While training condition contributed to skill maintenance, self‐efficacy also interacted with post‐training method to influence delayed performance. Specifically, self‐management training attenuated the self‐efficacy performance relationship, while goal‐setting training accentuated performance differences between high and low self‐efficacy trainees. Implications of these findings are discussed for researchers and practitioners concerned with interpersonal skills training.

In a replication and extension of Gist, Stevens, and Bavetta (1991), we examined the effects of self‐efficacy and a performance‐ versus a mastery‐oriented post‐training session on trainees' negotiation skill maintenance. Sixty MBA students received salary‐negotiation training and engaged in practice negotiations with a confederate. They then attended either a performance‐ or a mastery‐oriented post‐training session. A second practice negotiation was conducted 7 weeks later. Results indicated that mastery‐oriented trainees engaged in more interim skill‐maintenance activities, planned to exert more effort, and showed more positive affect than did performance‐oriented trainees. In addition, self‐efficacy interacted with the post‐training condition on Time 2 performance: Low self‐efficacy trainees performed more poorly than high self‐efficacy trainees in the performance‐ but not in the mastery‐oriented post‐training condition. Analyses indicated that trainees' cognitive withdrawal mediated this effect. Implications for future research and practice are discussed.

Job seekers' Conscientiousness and Extraversion show consistent relationships with their job search activities and success, although the explanatory mechanisms for these relationships are unclear (Kanfer, Wanberg, & Kantrowitz, 2001). To explore these mechanisms, we developed and tested a model in which both Conscientiousness and Extraversion influenced metacognitive activities whereas Extraversion alone influenced positive emotions; these mediating variables in turn were predicted to influence resumé submissions, first interviews, second interviews, and job offers. Using longitudinal data collected from 232 job applicants, we found support for these predictions. Interestingly, meta-cognitive activities appeared to be more important in predicting resumé submissions and first interviews, whereas positive emotions predicted success in obtaining second interviews and job offers. We discuss the implications of our results and suggest future directions for research.

Research on team goals rarely considers the impact of congruence in perceptions of personal goals of self versus other members. In this study of 324 members of 64 short-term project teams, polynomial regression analysis was used to explore how congruence in personal and perceived team mastery and performance goals affected individual outcomes. Results indicated that congruence in perceived performance goals elicited greater individual satisfaction and contributions, regardless of goal strength (i.e.. high or low personal performance goals). Conversely, perceived team mastery goals had a greater effect on individual outcomes than did perceived congruence in self-other mastery goals. Congruent self-actual team goals showed weaker but similar relationships to individual outcomes, but contrary to hypotheses, this effect was not mediated by congruence in perceived self-other goals.

This study assessed the nature of the person-team fit relationships for extraversion on members' attraction toward their teams. Unlike most studies of personality-based fit, which emphasize similarity, we predicted that complementary fit on extraversion (i.e., high individual-low team or low individual-high team levels) would result in greater attraction to the team. Data from two independent samples of intact project teams were analyzed, including 324 MBA students comprising 64 case analysis teams and 217 members of 26 manufacturing teams. Using polynomial regression analysis and three-dimensional surface plots, our results supported the predicted relationship. In addition, the data indicated that individuals who were more attracted to their teams were also better performers, as judged by their peers and supervisors.

The authors examined the effectiveness of different training programs in men's and women's acquisition of salary negotiation skills. MBA students received a 2-stage training program that provided initial content instruction in negotiation tactics, followed by supplemental training in either goal setting or self-management. After both training sessions, participants conducted salary negotiations with trained confederates who used standardized guides to award salary increases. Results indicated that, although women negotiated lower salaries than men following the initial training, controlling for goals eliminated this difference. Analysis of salary improvements following supplemental training revealed that gender differences were reduced for self-management participants only. Changes in perceived control over the negotiation appeared to mediate this effect. Implications of these findings for understanding training effectiveness are discussed.