Anda Bayliss PhD CPsychol AFBPsS’ Post

Let me introduce latest article from the Japanese Association of Industrial/Organizational Psychology Journal about employee turnover. Since 2011, the number of people changing jobs has been increasing. Although this trend briefly reversed due to the impact of COVID-19 starting in 2020, the number of those wishing to change jobs has continued to rise (Dai-Ichi Life Research Institute, 2021). The largest demographic of job changers is between the ages of 25 and 34 (Ministry of Internal Affairs and Communications, 2023), with most resignations among those under 40 being voluntary (Ministry of Health, Labour and Welfare, 2021). Therefore, reduce turnover has become an urgent priority for many organizations. Hanyu et al. (2024) conducted a study to clarify the psychological process through which communication satisfaction with the Human Resources (HR) department influences general employees' intentions to remain with the company. The survey targeted 345 full-time employees under the age of 40 from eight large companies in Japan. ◉The results revealed that communication satisfaction with the HR department impacts employees' intentions to stay with the company by mediating perceived organizational support and affective commitment. This underscores the importance of fostering employees' positive psychological states (affective commitment and perceived organizational support) through communication satisfaction with the HR department to enhance employee retention. 従業員離職率についての最新の報告 （産業・組織心理学研究） 2011年以降、転職者数は増加しています。2020年からは新型コロナウイルスの影響で一時的に減少に転じましたが、転職希望者の数は引き続き増加しています（第一生命経済研究所、2021）。転職者の中心年齢層は25歳から34歳であり（総務省、2023）、30代以下の離職理由のほとんどが自己都合によるものです（厚生労働省、2021）。そのため、多くの組織では離職率を下げることが急務となっています。 羽生ら（2024）は、社員が会社に留まる意向に対して、人事部とのコミュニケーション満足度がどのように影響するか、その心理的プロセスを明らかにするための研究を行いました。（日本の大手企業8社に所属する40歳未満の正社員345名） ◉結果 従業員が人事部とのコミュニケーションに満足していることが、会社に留まろうとする意向に影響を与えるということが示唆されました。この影響は、「組織からの支援を感じること」と愛着という2つの要因を介して起こります。 つまり、人事部とのコミュニケーションに満足していると、会社から大切にされていると感じ、会社に対する愛着（アフェクティブコミットメント）が強まり、その結果として会社に留まりたいという意向が高まるということです💡 #employeeretention #hr #organizationalpsychology #turnover #定着　#人事　#組織心理学　#離職率 https://lnkd.in/gaFU3sbi

The Vanishing Applicant: Uncovering Aberrant Antecedents to Ghosting Behavior My coauthors--Robert Moorman and John Michel--and I are pleased to briefly summarize our new article on the growing issue of "ghosting" in the recruitment process, where applicants and organizations disengage without notice. Despite its prevalence, empirical research on ghosting remains limited. Below you can find a link to the open access article. 📊 Key Findings: * We frame applicant ghosting as a maladaptive workplace behavior. * Psychopathy and fear of missing out (FoMO) significantly predict applicant ghosting behavior. * Previous experiences of being ghosted moderate the relationships between self-control and applicant ghosting behavior and FoMO and applicant ghosting behavior. * Participants cite perceived fit, communication norms, company culture, and compensation as primary reasons for ghosting. * Applicant ghosting was positively related to counterproductive work behavior, workplace hostility, turnover intentions, and perceptions of workplace ostracism. 🎯 Implications for Practice: * Data suggests applicants (base rate = 39.8%) and organizations (base rate = 51%) both engage in ghosting, reinforcing an unfortunate norm of exchange. * Organizations that experience applicant ghosting in their hiring process may have avoided Type I error (e.g., hiring someone who may engage in counterproductive work behavior). * Organizations would be wise to monitor how applicants are treated in their hiring processes, which may decrease the propensity of applicant ghosting behavior. #Recruitment #HR #Ghosting #Personality #WorkplaceBehavior #Research #Hiring #EmployeeEngagement https://lnkd.in/diSMaGt2

In social psychology, The door-in-the-face technique is "a compliance method whereby the persuader attempts to convince the respondent to comply by making a large request that the respondent will most likely turn down". During salary negotiation for a new job (or when negotiating a pay rise with your current employer), it is not uncommon where candidates will go in and ask for a large number first that is likely to be turned down. Similarly, the foot-in-the-door technique is a "compliance tactic that assumes agreeing to a small request increases the likelihood of agreeing to a second, larger request." Perhaps less commonly used, I've also seen candidates employ this technique from time to time - they will ask for small number at the beginning of the recruitment process, and then come back and ask for more later at the offer stage. Have you personally employed these techniques? How effective did you find them? Personally, I think honesty is always the best policy. Employment is rarely a one-off negotiation - has it affected any future interactions with your employer?

Yesterday I shared a post that claimed that 58% of job performance comes from Emotional Intelligence. This seems a significant and interesting fact, and intuitively we think that if people get on they will perform better. However, when someone puts a figure like this on human behaviour, it rings alarm bells...So, I asked LinkedIn and got some wonderful insights from Teresa R. Mark Cole David Howell Dr Suzie K 🏉 John ☱ Albrecht 🤿Fraser Gault Rich Cook Stuart Jackson Nims Dhawan and Steve Bent 🔓🟣 I also had a quick scan to see what the correlation between EI and workplace performance was in some of the empirical literature... O'Boyle, et al., (2011) - 0.28 (Weak) Bozionelos and Singh, (2017) - No correlation figure but do state that "Individuals with too much or too little EI may not perform as well as those with moderate levels of EI." Which is counter intuitive. Lyons and Schneider, (2005) - No correlation figure but do state "EI may be an important predictor of workplace performance, but the specific relationships are complex and vary depending on the individual's sex." McCann, et al., (2020) - Small to moderate correlation ---------------------------------------------------------------- Bozionelos, N. and Singh, S.K. (2017). The relationship of emotional intelligence with task and contextual performance: More than it meets the linear eye. Personality and Individual Differences, 116, pp.206–211. doi:https://lnkd.in/eWMn9uCg. Lyons, J.B. and Schneider, T.R. (2005). The influence of emotional intelligence on performance. Personality and Individual Differences, 39(4), pp.693–703. doi:https://lnkd.in/eKiXSf7w. MacCann, C., Jiang, Y., Brown, L.E.R., Double, K.S., Bucich, M. and Minbashian, A. (2020). Emotional intelligence predicts academic performance: A meta-analysis. Psychological Bulletin, 146(2), pp.150–186. doi:https://lnkd.in/eKdSvDKx. O’Boyle, E.H., Humphrey, R.H., Pollack, J.M., Hawver, T.H. and Story, P.A. (2011). The Relation between Emotional Intelligence and Job performance: a meta-analysis. Journal of Organizational Behavior, 32(5), pp.788–818. doi:https://lnkd.in/eNjYiGFt.

🧠 Academic Tea: Why Your Rest Advice is Basically Academic Malpractice Listen up, workplace warriors and neurodiversity advocates - we need to have a research-backed, no-nonsense conversation about rest. After diving deep into peer-reviewed journals, interviewing neurodivergent professionals, and synthesizing data from multiple workplace studies, I've discovered something revolutionary: Your standard "rest advice" is about as scientifically sound as a freshman's first research hypothesis. In this carousel, I'm dropping the academic equivalent of a mic 🎤: 💠6 types of rest neurodivergent brains ACTUALLY need 💠Statistical evidence that will make HR departments sweat 💠Strategies backed by legitimate research 💠A reality check on workplace inclusivity Spoiler Alert: Rest isn't one-size-fits-all. It's a nuanced, neurologically-complex process that requires more sophistication than your generic "self-care" Instagram post. Quick Academic Flex: This isn't just an opinion. We're talking peer-reviewed, statistically-significant research that demonstrates how traditional rest models fail neurodivergent individuals. Workplace leaders, this is your formal invitation to: ✅ Upgrade your understanding ✅ Challenge outdated rest paradigms ✅ Create genuinely inclusive environments Pro Tip: Swipe through the carousel. Your future productive, diverse workforce will thank you. 🔬 Research doesn't lie. Neurodiversity isn't a "trend" - it's a fundamental way of human cognitive processing. #NeurodiversityAtWork #ScholarlySass #WorkplaceInclusion #EvidenceBasedLeadership #NeurodiversityResearch Sassy Enough to Make You Uncomfortable 💁♀️ Drop a 🧠 in the comments if you're ready to revolutionize workplace rest! Image Description: The image depicts a young woman with shoulder-length, wavy pink hair, wearing a beige beret and overalls. She is holding a French bulldog, which has a wrinkled face and a short, stocky build. The background is a soft, creamy yellow color, with a bright pink section in the top right corner. The text is written in a bold, purple font, with the words "The Tea on Neurodivergent Rest" at the top, and "Why Your 'Just Relax' Isn't Cutting It" below. The Carousel by Itzel Yagual explores why traditional rest advice often falls short for neurodivergent individuals. 

The Big Five Personality Traits: A New Wave in Hiring Practices In the realm of psychology, the Big Five personality traits, also known as OCEAN, have been a subject of interest for many years. These traits, which include Openness to experience, Conscientiousness, Extraversion, Agreeableness, and Neuroticism, are believed to be relatively stable throughout an individual’s lifetime. Openness to experience is characterized by a person's willingness to embrace new ideas and experiences. It's the trait of those who are imaginative, curious, and open-minded. Conscientiousness, on the other hand, is all about how organized and dependable a person is. Those high in this trait tend to be efficient, well-organized, and dutiful. Extraversion is about how outgoing or reserved a person is. Extraverts are often sociable, assertive, and full of energy, while introverts are more reserved and prefer solitude. Agreeableness reflects how much a person prioritizes social harmony. Those high in agreeableness tend to be friendly, compassionate, and cooperative. Lastly, Neuroticism is about emotional stability and personal control. Individuals high in neuroticism tend to experience mood swings, anxiety, irritability, and sadness. In recent years, companies have started to recognize the importance of these personality traits in their hiring practices. Nearly 20% of employers use some type of personality test as part of the hiring process. In particular, conscientiousness and agreeableness are the most highly sought after personality attributes for job applicants. The reason for this is simple: these traits have been found to be closely associated with overall job performance. A conscientious employee is likely to be reliable and efficient, while an agreeable employee is likely to foster a positive work environment. In conclusion, considering personality traits in hiring is not just a trend, but a necessity. It ensures a good fit with the company culture and role, leading to higher retention, better collaboration among employees, and a culture of growth and learning.

Hello everyone! I'm Lea Menezes, an MSc student in Occupational and Business Psychology at Kingston University, London. I’m inviting you to participate in my research study on The Effect of Leader-Member Exchange and Perceived Organizational Support on the Subjective Well-being of Neurodivergent Employees. 🔹 Quick and Easy Participation Spend just 10 minutes on a short, anonymous online questionnaire. Your unique perspective is invaluable, and the process is straightforward! 🔹 Why Your Voice Matters Your experiences are crucial for creating more supportive, inclusive, and diverse workplaces. By sharing your story, you help pave the way for better understanding and support for neurodivergent employees. Your input can drive meaningful change! 🔹 Who Can Join? If you’re over 21, identify as neurodivergent (officially or self-identified), and are currently employed, your insights are needed! Join me in making workplaces better for everyone. Your participation can make a real difference. Thank you for considering. Click the following link to go to the questionnaire ⬇ https://lnkd.in/dJeeNqEa #Neurodiversity #Employment #InclusiveWorkplace #EmployeeWellbeing #LeadershipResearch #OrganizationalSupport #NeurodivergentVoices #DiverseWorkplaces #MentalHealthAtWork

Often we talk about biases, especially in the realm of HR , it's a hot topic. But in reality this bias exists everywhere. Recently I have encountered a" sympathy" bias, i.e. the person gaining sympathy because of his/her marital status. One thing recruiters , person's in power should understand that if someone is getting due advantage because of his/her marital status ( note not talking about disadvantage of marital status) that leads to alienating a better candidate then it's time these sort of assessing individuals should look into them and rethink whether they are really capable of holding such positions or not. Wouldn't have written off on this topic but couldn't help: One axiomatic aspect of life is sympathy gainers and whinners can't stand in the long run; problems happen in everyone's life but only those stands out who goes ahead without uttering a single word of their hardships. During my entire tenure of heading the HR department of Kohsa Analytics Pvt Ltd , one thing which I always kept in mind that my bestowing of sympathy to any particular candidate/employee doesn't stand as a barrier to the progress of the better deserving one , and that's what made me the head of the department handling more than 150+ employees across three different cities/provinces . It's kind of disappointing that these days people don't value morale's and think that such so called sympathetic attitudes as philanthropism which though is favoritism (FYI). So, to all those who have faced this situation just remember my words if you have ever been deprived of your due position because of some sympathy gainer and giver then don't feel sad about it because if you are destined to shine, you will, no matter what some non- worthy person might assess.

"EVIDENCE OF SYSTEMATIC COGNITIVE ERRORS IN JOB PERFORMANCE SELF-RATINGS." (2024) by Francesco Tommasi, Riccardo Sartori, Andrea Ceschi, Evie Michailidis, Ph.D, Stephan Dickert was recently published in the scientific journal TPM. The present study questions the indiscriminate use -- or misuse -- of job performance self-rating measures in work and organizational psychology. We provide evidence for systematic cognitive distortions in the traditional predictors (i.e., work engagement and work experience) of self-ratings of job performance. A cross-sectional study was conducted (N = 470) where employees were asked to fill in a questionnaire composed of self-report measures on job performance, work engagement, and systematic cognitive distortions. Findings suggest that highly engaged older (i.e., aging) employees tend to have optimistic judgments of their job performance which was reflected in higher levels of self-rated task performance. Likewise, adults with higher work experience (i.e., long-tenured) tend to adhere to social and organizational conventions in line with cognitive decision rules and systematic distortions which may lead to misjudgment of their contextual performance.

The psychology of recognition: Understanding the impact https://lnkd.in/eCGyFiUQ