In this study, we examined relations between the performance of first-level managers in a large food service company and their affective commitment (i.e., emotional attachment to, identification with, and involvement in the organization), continuance commitment (i.e., perceived costs associated with leaving the company), and job satisfaction. Commitment and satisfaction scores were correlated with three indexes of performance obtained from the managers' immediate supervisors. As predicted, affective commitment correlated positively and continuance commitment correlated negatively with all three measures of performance. Job satisfaction did not correlate significantly with performance ratings. The findings are interpreted as illustrating the importance of distinguishing between commitment based on desire and commitment based on need and as supporting organizational efforts to foster affective commitment in their employees.

A multidimensional measure of interview anxiety, called the Measure of Anxiety in Selection Interviews (MASI), was developed using a student sample (N= 212) and tested using a sample of job applicants in a field setting (N= 276). The MASI goes beyond the measurement of “weak knees” and “sweaty palms” by providing an assessment of 5 interview anxiety dimensions: Communication, Appearance, Social, Performance, and Behavioral. The psychometric properties of the scales were strong and confirmatory factor analyses supported the a priori structure. In addition, substantial evidence for the concurrent, discriminant, criterion‐related, and incremental validity of the MASI was obtained. Moreover, a multiple correlation of .34 was found for the 5 MASI scales in the prediction of interview performance. The development of the MASI has important implications for the field, as it may provide the foundation for future research on job interview anxiety, guide interview anxiety treatment programs, and promote the enhancement of job interview validity.

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Personality testing is a particularly valuable preemployment assessment tool when one matches personality traits to job requirements. The authors explain that, unlike most other common personnel selection methods, the unique value of personality assessment in personnel selection stems from its tendency to predict the choice to perform, or "will-do" aspects of job performance. The effect of faking on the value of personality testing is discussed, and the authors suggest that personality testing's contribution to personnel selection could be leveraged if more were known about the psychological process underlying applicant faking behaviour. To this end, the authors present an improved general model of the applicant faking process as well as a new "faking decision tree."