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We develop a theoretically based 10-item measure of work group inclusion comprised of two components (belongingness and uniqueness) and use this measure to empirically test the nomological network of work group inclusion developed by Shore et al. In Phase 1, we use two samples of full-time employees to develop and refine items as well as establish content validity. In Phase 2, we demonstrate convergent, discriminant, and incremental validity with both conceptually related and unrelated constructs. In Phase 3, we use data from an additional sample of employees and supervisors to test criterion-related validity and mediation by examining the multilevel relationships between inclusion and important antecedents and outcomes. Across the three phases of our study, the results demonstrate support not only for the factor structure, reliability, and validity of our work group inclusion measure but also for a theoretical model in which the construct of inclusion has important implications for individuals and organizations.

This article reports on a major, large-scale two-year empirical study to investigate intercultural competencies among global leaders and the relationship of these competencies to criteria of high performance global leadership. The study was designed to contribute to the emerging field of global leadership research by identifying and measuring proximal attributes and leadership criteria as suggested by Zaccaro’s trait-based leadership model (American Psychologist 62: 6-16, 2007). Only global leaders were included in the study – CEO’s, General Managers, Function Heads, or those with Profit and Loss responsibility for their businesses. These 1867 leaders of 13 nationalities were engaged in leading people across cultures – either on international assignment or working from their home base. A set of six intercultural competencies and three criteria of global leadership success were identified and compared across nationalities. The competencies were measured and used to predict success over time. Applications are discussed in terms of global leadership assessment and development.

Work sample tests (WSTs) are high-fidelity assessment techniques that present conditions that are highly similar to essential challenges and situations on an actual job. WSTs have been used for a variety of purposes such as selection, certification, training, and performance evaluation for a wide variety of jobs.Two quintessential work sample tests follow.

Researchers routinely find that individuals and organizations are better off when the personal characteristics of members fit with contextual organizational characteristics. Typically, this kind of research examines employees and the work environment. However, the dynamics of fit can be applied broadly, and some researchers have found fit-related theory to be a useful tool for examining students’ relationships with their universities. We build on this body of work by using new students’ perceptions of needs-based and values-based fit with their university, instructors, and classmates to predict both intention to recommend and turnover intention. For the purposes of recruitment and retention, results emphasize the importance of needs-based fit with the university and with classmates.

THE INFLUENCE OF LEADERS' IMPLICIT FOLLOWERSHIP THEORIES ON EMPLOYEE OUTCOMES This paper addressed a new concept called leader's implicit followership theories (LIFTs), which can be defined as leaders' pre-existing beliefs about followers' personal attributes and characteristics (Sy, 2010). The goal of this paper was to address the impact of LIFTs on employee outcomes. Specifically, LIFTs were hypothesized to influence the relationship between supervisors and their employees. Employees' perception of this relationship was hypothesized to influence employee outcomes-namely, employee job satisfaction and organizational commitment. This model was partially supported. Supervisor LIFTs did not predict employees' perceptions of the relationship with their supervisor. Employees' perceptions of the relationship predicted job satisfaction and organizational commitment. Conceptual and measurement limitations of LIFTs and future directions for research on LIFTs are discussed.

This study explores job seekers’ information‐seeking and pre‐hire trust, and the role of reciprocation wariness in the development of pre‐hire trust. Individuals seeking a job with a technology company (N = 192) reported their perceptions of the organization’s website usability and perceived similarity to their recruiter, organizational trustworthiness and trust, and intent to accept a job offer. Wariness moderated the relationship between website usability perceptions and trustworthiness. Unexpectedly, the interaction was in the opposite direction of what we predicted. In addition, job seekers’ perceived similarity to their recruiter related to trustworthiness, and trust related to intent to accept a job offer. Our findings suggest that to some extent, recruiting organizations can encourage trust perceptions in the pre‐hire context.

Cyberloafing is employees’ intentional use of Internet technology during work hours for personal purposes. This can include surfing non-work related Internet sites, sending personal emails, online gaming, or social networking. Given the prevalence of cyberloafing and its negative consequences (e.g., reduced productivity, network clogging, security breaches), organizations have responded by implementing Internet use policies, filtering or monitoring Internet activity, and disciplining policy violators. Recently, attention has shifted away from identifying methods to limit cyberloafing to pinpointing the causes of cyberloafing. This emerging research suggests that employees are more likely to cyberloaf when they are treated unfairly, have certain characteristics like external locus of control or higher work status, have positive attitudes toward cyberloafing, or there are norms supporting it. The authors offer directions for future research that include exploring the possibility that cyberloafing can lead to positive outcomes like increased job performance, reduced stress, and work-life balance.