If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate the relationships among role stressors, social support, and employee deviance. Specifically, this study explores the relationships of role stressors (i.e. role conflict, role ambiguity, and role overload) to interpersonal and organisational employee deviance. Furthermore, this study examines the moderating role of social support (from supervisors and coworkers) on the above relationships. Design/methodology/approach -Data were collected from 326 paired samples of sales and customer service employees as well as their immediate supervisors in Taiwan. Findings -Role conflict had a positive relationship with both organisational and interpersonal deviance. Role ambiguity was positively, while role overload was negatively related to organisational deviance, respectively. Role ambiguity was more strongly related to organisational than to interpersonal deviance. Coworker support had a significant moderating effect on the role overloadinterpersonal deviance relationship. Practical implications -Organisations may implement policies and programs, such as clarification of job responsibility, provision of performance feedback and training in stress coping techniques, to lessen the negative effect of role conflict, and role ambiguity on employee deviance. Originality/value -This study contributes to the literature in several ways. First, this study extends prior research on stressor-performance relationship by investigating the effect of role stressors on two forms of employee deviance (interpersonal deviance and organisational deviance) in a collectivist cultural context (i.e. Taiwan). Second, this study demonstrates that work-related characteristics (e.g. role stressors) have different degrees of effect on interpersonal and organisational deviance. Third, this research offers explanations on why there is little support for the moderating effect of social support on the stressor-deviance relationship.

This study explores (1) the effects that three kinds of applicant defensive impression management (IM) tactics (apologies, justifications, and excuses) have on interviewer evaluation and (2) the moderating effects that two types of interviewer negative concerns (competence-related and integrity-related concerns) have on the aforementioned relationship. Two hundred and one managers from Taiwan participated in this study by watching a simulated interview. Compared with the control group, applicants using defensive IM tactics received higher interviewer ratings when negative concerns surfaced. Moreover, the type of interviewer negative concern moderated the effects of defensive IM tactics. All three tactics had similar effects on interviewer evaluation when the concern was competence related. Apology was, however, the most effective tactic when the concern was integrity related.

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Through the lens of the dramaturgical perspective, the present study investigated (1) the unique predictability of applicant non-verbal cues (physical attractiveness and nonverbal behaviours) on interviewer evaluation, and (2) whether situational variables (i.e., customer-contact requirement and sex-type consistency) moderate the relationships between applicant non-verbal cues and interviewer evaluations. Data were collected from 177 interview sessions held in 39 firms in Taiwan. Results showed that applicant physical attractiveness explained unique variance in interviewer evaluations beyond that explained by applicant verbal content. Moreover, the effect of physical attractiveness became weaker when jobs possessed lower customer-contact requirements, or when the applicant's gender was inconsistent with the interviewer's sex-type belief relative to the job. No main or moderating effects, however, were found for non-verbal behaviours on interviewer evaluations.In both popular and academic literature, considerable attention has been paid to the role of non-verbal cues in the formation of initial impressions. Knapp and Hall (1992), for example, suggested a two-category taxonomy of non-verbal cues: physical attractiveness, comprising such static cues as facial appearance, body shape, and grooming; and non-verbal behaviours, comprising such dynamic cues as gestures, eye contact, and smiling. 1 Although a recent meta-analysis found that both applicant physical attractiveness and non-verbal behaviours are positively associated with interviewer evaluations (Barrick, Shaffer, & DeGrassi, 2009), the effects of physical attractiveness 1 Following Barrick et al. (2009), the term 'nonverbal behaviors' used in the present study is limited to behaviours such as smiling, head nodding, leaning forward, making hand gestures, and establishing eye contact.

This study examines interview preparations (i.e., social preparation and background preparation) and impression management (IM) tactics (i.e., self-focused IM and other-focused IM) as the mechanisms between applicant personality characteristics and interviewer evaluation. Data were collected from both actual job applicants and interviewers. Results show that personality characteristics (i.e., extraversion and conscientiousness) have indirect effects on interviewer evaluation in terms of perceived person-job fit (P-J fit) and interpersonal liking through these two types of applicant behaviors. This study accomplishes two goals: (1) it extends the socioanalytic theory of personality (Hogan, 1996) by testing the intervening roles played by applicants' behaviors that correspond to getting along with and getting ahead of others; and (2) it suggests that these applicant behaviors might be important cues for practical interviewers' effective assessment of applicants' performance-related characteristics.