Testing Schneider's ASA Theory

Jordan, Mary Wilkins; Herriot, Peter; Chalmers, Colin

doi:10.1111/j.1464-0597.1991.tb01357.x

Cited by 37 publications

(38 citation statements)

References 4 publications

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“…The first technique was the MANOVA approach used by past researchers (e.g., Jordan et al 1991;Schneider et al 1998) and the second was the computation of AD (Burke et al 1999) and r wg (James et al 1984). Regarding the MANOVA test of H1, organizational membership served as a categorical independent variable predicting the four continuous MBTI dimensions.…”

Section: Discussionmentioning

confidence: 99%

“…Investigations of different components of ASA theory generally have been supportive (e.g., Cable and Judge 1997;Turban and Keon 1993), as have tests of the ASA homogeneity hypothesis (e.g., Jordan et al 1991;Schneider et al 1998). The current study builds on previous research in two important ways.…”

Section: Introductionmentioning

confidence: 94%

“…Although a direct measure of within-group agreement is useful, and often most appropriate for testing ASA's homogeneity hypothesis, most studies have utilized tests like MANOVA or ICCs (e.g., Giberson et al 2005;Jordan et al 1991;Ployhart et al 2006;Satterwhite et al 2009;Schaubroeck et al 1998;Schneider et al 1998). One exception is a study by Jackson et al (1991) which assessed homogeneity of demographic variables (e.g., age, military experience, college alma mater) of top management teams by using statistics like the coefficient of variation (i.e., standard deviation divided by the mean).…”

Section: Choosing the Ideal Statistical Analyses To Test Asamentioning

confidence: 99%

“…One exception is Jordan et al (1991), who assessed ASA hypotheses in a sample of managers in five different occupational areas employed by four different organizations. Their results indicated that personality and aptitude were significant variables in discriminating between organizations and between occupations.…”

Section: Homogeneity Within Occupationsmentioning

confidence: 99%

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Homogeneity of Personality in Occupations and Organizations: A Comparison of Alternative Statistical Tests

Bradley-Geist

Landis

2011

J Bus Psychol

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Purpose The attraction-selection-attrition (ASA) model has served as the foundation for numerous investigations. However, the generally supportive evidence for ASA's homogeneity hypothesis has often been based on statistical tests (e.g., MANOVA) that rely on between-group differences to evaluate within-group agreement. The primary purpose of this article was to discuss advantages of direct statistical tests of homogeneity-average deviation (AD) and r wg -when testing ASA's homogeneity hypothesis, and advantages of other statistical tests for testing other aspects of ASA theory. A secondary goal was to evaluate the extent to which occupational homogeneity is distinct from organizational homogeneity. Design/Methodology/Approach Data were obtained from the Center for Creative Leadership (CCL) and included scores on the Myers-Briggs Type Indicator Ò (MBTI) personality measure for 1,103 managers from 25 organizations and 17 occupations. Findings Results were generally supportive of the homogeneity hypothesis. AD values showed that most groups were homogeneous on most assessed personality dimensions. A comparison analysis using traditional statistical tests (i.e., MANOVA) indirectly suggested within-group homogeneity by revealing a significant between-groups effect. In addition, results suggested possible boundary conditions to ASA; notably, meaningful heterogeneity was observed for the S-N (sensing-intuition) MBTI Ò dimension. Implications The current study provides direct support for ASA's homogeneity hypothesis for both organizations and occupations and offers guidance for future research on ASA theory and its possible boundary conditions. Originality/Value This is one of the first studies to test the predictions of ASA in both organizations and occupations using a direct index of agreement.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 94%

Section: Choosing the Ideal Statistical Analyses To Test Asamentioning

confidence: 99%

Section: Homogeneity Within Occupationsmentioning

confidence: 99%

See 2 more Smart Citations

Homogeneity of Personality in Occupations and Organizations: A Comparison of Alternative Statistical Tests

Bradley-Geist

Landis

2011

J Bus Psychol

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“…Those closer to the firms' actual incumbents tend to be attracted to the organization and then selected according to the incumbents' criteria; attrition occurs for those who fit less well into the organization. Jordan et al (1991) and Schaubroeck et al (1998) have presented evidence on personality homogeneity within occupations and organizations.…”

Section: Barriers To the Adaptation Of Hrm Practicesmentioning

confidence: 99%

R&D managers' adaptation of firms' HRM practices

Ángel

Santamaría

2009

R & D Management

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The heads of R&D departments are those most responsible for the adaptation of firms' human resource management (HRM) practices to the idiosyncrasies of their departments. From their description, this paper analyzes the HRM practices in R&D departments and the adaptation achieved in four different firms. The data suggest that the main adaptations are produced primarily in recruiting and organizing the work of R&D personnel. In contrast to suggestions in the specialized literature, less adaptation is found in other HRM practices analyzed (managerial support and degree of delegation, compensation and career plans). Psychological theories of procedural justice and social comparison can improve our understanding of such results. The organizational structure affects the reference group for such comparisons and, consequently, the R&D managers' capacity to adapt such practices. Based on these arguments, the delegation of HRM practices to R&D departments will enhance the degree of adaptation of such policies.

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Do birds of a feather flock, fly, and continue to fly together? The differential and cumulative effects of attraction, selection, and attrition on personality‐based within‐organization homogeneity and between‐organization heterogeneity progression over time

Han

Holtz

et al. 2018

J Organ Behavior

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SummaryThe most fundamental proposition of attraction–selection–attrition (ASA) theory is that organizations progress toward homogeneity of personality over time through the processes of attraction, selection, and attrition. However, critical aspects of that proposition have remained untested, thus limiting a fuller understanding of the ASA theory. To close the gap, this multiwave, multisample, and multi‐inventory study examines the extent to which each of the ASA processes and different personality traits contribute to within‐organization homogeneity progression as well as between‐organization heterogeneity progression over time. Our findings suggest that both within‐organization homogeneity and between‐organization heterogeneity emerge to varying degrees over time and that selection, among the ASA processes, is most responsible for the within‐organization homogenization, whereas attraction contributes most to between‐organization heterogeneity. We also found that within‐organization homogeneity progression overall operates more strongly on extraversion than on the other personality traits, whereas between‐organization heterogeneity progression operates more strongly on neuroticism than on the other personality traits. Overall, this study provides an important extension to the ASA theory and useful insights into the organization‐level emergent process of personality‐based human capital resources. We discuss theoretical and practical implications of this study along with study limitations and future research directions.

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Testing Schneider's ASA Theory

Cited by 37 publications

References 4 publications

Homogeneity of Personality in Occupations and Organizations: A Comparison of Alternative Statistical Tests

Homogeneity of Personality in Occupations and Organizations: A Comparison of Alternative Statistical Tests

R&D managers' adaptation of firms' HRM practices

Do birds of a feather flock, fly, and continue to fly together? The differential and cumulative effects of attraction, selection, and attrition on personality‐based within‐organization homogeneity and between‐organization heterogeneity progression over time

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