Quality and Quantity in Test Validity: How can we be Sure that Psychological Tests Measure what they have to?

During the twentieth century, many authors have offered their contributions to the controversial subject of test validity. Thus, the concept of validity seems to be quite a simple idea until one looks at the literature on the subject. Validity can be defined as “the degree to which the test actually measures what it purports to measure,” but the question of how to define validity and how to test it is both an old question and a never-ending story. We have to deal with it every time we are asked to use a test that already exists or to construct a new one. Therefore, the article aims at dealing with test validity in order to point out the different (qualitative and quantitative) aspects of validity, which have emerged from empirical research and theoretical reflections. It is thought as a critical review which can be useful both to theoretically oriented and practically inclined psychologists.     

Strengthening Psychological Counseling in Modern Human Resource Management

With the intensification of competition, the employees take on psychological problems at different levels that impair both themselves and the enterprises. Therefore, it has become an important task for the enterprises to strengthen psychological counseling in modem human resources management.     

Psychological climate, empowerment, leadership style, and customer-oriented selling: An analysis of the sales manager-salesperson dyad

This study examined antecedents and performancerelated consequences of customer-oriented selling. The antecedents include sales managers’ leadership styles, psychological empowerment, and the psychological climates of organizations. Data were gathered on two separate performance outcome measures. Responses from 106 sales managers and 313 sales representatives were analyzed. The results indicate that transformational leadership, empowerment, and specific components of the psychological climate are important predictors of customer-oriented selling. Craig A. Martin (craig.martin@wku.edu), PhD, is an assistant professor of marketing in the Department of Marketing at Western Kentucky University. He received his PhD from the University of Memphis. He specializes in sales and sales management, the consumer socialization of adolescents, sports marketing, and advertising to adolescents. He has had research accepted for publication in theJournal of Advertising, theJournal of Advertising Research, theJournal of Consumer Marketing, theJournal of Business and Industrial Marketing, theJournal of Marketing Theory and Practice, theMarketing Management Journal, theInternational Journal of Retail and Distribution Management, theInternational Journal of Internet Marketing and Advertising, and multiple national and regional conferences. Alan J. Bush (alanbush@memphis.edu), PhD, is a professor of marketing in the Department of Marketing and Supply Chain Management at the University of Memphis. He received his Ph.D. from Louisiana State University. His current research interests are primarily sales force research and sports marketing. His research has appeared in theJournal of Marketing Research, theJournal of the Academy of Marketing Science, theJournal of Business Research, theJournal of Retailing, theJournal of Advertising, theJournal of Advertising Research, theJournal of Personal Selling and Sales Management, and others.     

真诚领导理论与启示

真诚领导指的是一种将领导者的人生经历、积极心理能量及道德观念与高度发展的支持性组织气氛结合起来发挥作用的过程。本文介绍了真诚性、真诚领导和真诚领导者的概念与特点,分析了真诚领导的发展机制及影响效果。并对真诚领导理论的启示意义与未来研究趋势进行了讨论。     

基于心理契约的服务忠诚决定因素实证研究

服务忠诚决定因素研究存在不一致的观点和结论,这表明服务忠诚是一个有待深入研究的主题。本文将心理契约理论作为整合服务管理与关系营销两大学派的有机连接点,提出一个整合研究模型。并通过两个服务行业调查,应用结构方程模型,对服务忠诚决定因素进行了实证研究。     

Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values

As an emerging concept, green human resource management (green HRM) has been conceptualized to influence employee workplace green behavior. This research empirically tested this link. We first developed measures for green HRM, and then drew on the behavioral HRM and psychological climate literature along with the supplies‐values fit theory, to test a conceptual model integrating the effects of psychological green climate and individual green values. Results revealed that green HRM both directly and indirectly influenced in‐role green behavior, but only indirectly influenced extra‐role green behavior, through the mediation of psychological green climate. Individual green values moderated the effect of psychological green climate on extra‐role green behavior, but it did not moderate the effect of either green HRM or psychological green climate on in‐role green behavior. These findings indicate that green HRM affects both employee in‐role and extra‐role workplace green behavior; however, this occurs through different social and psychological processes. © 2016 Wiley Periodicals, Inc.     

The implications of turning down an international assignment: a psychological contracts perspective

Previous research has generally focused on employees’ willingness to accept international assignments and the rewards that are often associated with them. Little is known, however, about the potential career consequences of declining an international assignment. In this conceptual paper, psychological contract (PC) theory is used to develop propositions outlining factors that are likely to determine whether employees who turn down an international assignment will be viewed as having failed to live up to their obligations, by both the organization and themselves. Our theoretical model suggests that when the PC is breached due to the refusal of an international assignment, it may lead to reduced investments in the employee and, in turn, lower levels of objective and subjective career success for those who have spurned the offer to work abroad. We also address how the consequences of declining international assignments will affect perceptions of choice and international assignment refusal rates within organizations. We close by discussing directions for future research that can further examine the ideas and propositions developed in this paper.     

When affective well-being is empowered: the joint role of leader-member exchange and the employment relationship

HRM and the leader are often assumed to play a joint role in affecting employee reactions. In a multilevel, time-lagged study, we examined the joint role of the employment relationship and leader-member exchange (LMX). We tested whether this joint role is essential to when LMX leads to affective well-being via psychological empowerment. We build on HRM literature to expect that the relationship of LMX with psychological empowerment is stronger when the employment relationship is consistent with LMX quality. Results indicated that psychological empowerment mediates the relationship between LMX and affective well-being. This mediation is stronger for employees in a mutual investment employment relationship. The findings point at the importance of consistency of resources from the employment relationship and LMX. Nevertheless, the findings also suggest that resources from LMX compensate for employment relationships with low resources. Our findings contribute to scholars’ understanding of the joint role of HRM systems and leader behaviors.     

The nature of employee engagement: rethinking the employee–organization relationship

Research interest in the new concept of employee engagement has grown dramatically in recent years. Employee engagement represents a work-related state of mind characterized by feelings of vigor, fulfillment, enthusiasm, absorption and dedication. However, scholars are still ambivalent about its theoretical contribution to explaining the employee–organization relationship. The goal of the study is to strengthen the theoretical foundation of the employee engagement concept in light of this relationship. We first compared employee engagement to other close concepts such as psychological empowerment and psychological contract. We then examined its contribution to the explanation of work centrality over and above psychological empowerment and psychological contract. Our study is based on an interactive sample of 593 employees from both private and public organizations in Israel. Our findings demonstrate that employee engagement is distinct from psychological empowerment and psychological contract and has an incremental value for work centrality over and above psychological empowerment and psychological contract. Implications of our findings are discussed the light of the employee–organization relationship.