Joseph G Rosse | University of Colorado, Boulder (original) (raw)

Papers by Joseph G Rosse

The MIT Press eBooks, Jan 7, 2011

Research in selection examines how organizational justice principles may influence applicants’ re... more Research in selection examines how organizational justice principles may influence applicants’ reactions to selection procedures. This article extends this research by examining how two aspects of procedures—interpersonal treatment and social comparison information—affect reactions to a personality testing. The results of two studies demonstrate that interpersonal treat-ment (expression of concern for applicants ’ feelings) and social comparison information (description of testing as either typical or experimental) interact to affect test-takers ’ reactions. When concern was expressed and personality testing was described as typical, individuals responded less positively. However, when no concern was expressed, evaluations were more positive when testing was described as typical. The implications for organizational justice research and selection research are discussed.

livre ressources humaines : robert levin, and joseph rosse .in today's economy with its reco... more livre ressources humaines : robert levin, and joseph rosse .in today's economy with its record breaking low unemployment rates, it is imperative that businesses have in place proven strategies for keeping ... step-by-step the authors guide the readers through this proven process. ...

This study examines the effects of various personological traits on individuals’ reactions to job... more This study examines the effects of various personological traits on individuals’ reactions to job dissatisfaction at differing levels of intensity. Our results indicate that the more dissatisfied an individual becomes at work, the more likely he or she is to engage in impulsive reactive behaviors, such as quitting, disengaging, or retaliation, rather than adaptive behaviors, such as problem solving or adjusting expectations. In addition, a relatively small number of individual differences were found to have a noticeable impact on reactions to dissatisfaction at work. Among the most prevalent of these traits are conflict management styles, individual work ethic, and proactive personality.

Journal of Managerial Issues, 2005

The importance of reactions to perceptions of unfair treatment in the workplace cannot be underst... more The importance of reactions to perceptions of unfair treatment in the workplace cannot be understated. As predicted by Adams' (1963, 1965) equity theory, which has increased in importance over the last two decades (Miner, 2003), employees often respond to inequities in wage and other resource distributions by lowering performance or by increasing absenteeism, theft, and other retaliatory behaviors that are generally detrimental to organizational functioning (Greenberg, 1987, 1990, 1993b). In addition to Adam's work with distributive justice, attention has been directed towards the more subtle and long-range effects of procedural justice. Fair procedures, defined as those that are unbiased, based on accurate information, applied consistently, representative of all parties, correctable, and based on ethical standards (Leventhal, 1980) are associated with such positive organizational outcomes as organizational commitment and trust in supervision (Folger and Konovsky, 1989; Kono...

Preface. About the Authors. Part I: Introduction. 1. The Challenge of Hiring in Higher Education.... more Preface. About the Authors. Part I: Introduction. 1. The Challenge of Hiring in Higher Education. Part II: Getting Prepared. 2. Preparing for Hiring. 3. Attracting Talent. 4. The Legal and Social Context of Hiring. Part III: The Hiring Decision. 5. Evaluating Applicants. 6. A Practical Guide to Making Hiring Decisions. Afterword: Hanging On to Your Hires. References. Index.

In this paper we propose a model of how employees respond both to job dissatisfaction and to nega... more In this paper we propose a model of how employees respond both to job dissatisfaction and to negative work emotions. Job dissatisfaction prompts a decision process that results in one of five behavioral responses intended to help the employee reduce dissatisfaction: Problem-Solving, Planned Exit, Avoidance, Equity-enhancing Retaliation or Capitulation. Negative emotions produce more impulsive forms of Exit, Avoidance and Retaliation that may or may not be adaptive. Each process is moderated by both situational (e.g., labor market conditions, group norms) and individual difference (e.g., perceived control, emotional reserve/control) variables. Organizational researchers have long been interested in how employees respond to dissatisfaction with work and life. More than a thousand studies have explored the relationship between job satisfaction and turnover (Rosse, 1991); probably half again that number have investigated the association between job satisfaction and other withdrawal beha...

Industrial and Labor Relations Review, 1994

J Appl Psychol, 1994

... to suggest that certain personality dimensions (particularly the conscientiousness component ... more ... to suggest that certain personality dimensions (particularly the conscientiousness component of the Big Five typology of personality), chosen on the basis of job analysis, are valid predictors of job performance (Barrick & Mount, 1991; Hough, Dunnette, Eaton, & Kamp, 1990; Tett ...

Journal of Managerial Issues, Jun 22, 2005

... High-impact hiring: A comprehensive guide to performance-based hiring. Post a Comment. CONTRI... more ... High-impact hiring: A comprehensive guide to performance-based hiring. Post a Comment. CONTRIBUTORS: Author: Rosse, Joseph G. Author: Levin, Robert. PUBLISHER: Jossey-Bass Publishers (San Francisco). SERIES TITLE: YEAR: 1997. ...

The MIT Press eBooks, Jan 7, 2011

Research in selection examines how organizational justice principles may influence applicants’ re... more Research in selection examines how organizational justice principles may influence applicants’ reactions to selection procedures. This article extends this research by examining how two aspects of procedures—interpersonal treatment and social comparison information—affect reactions to a personality testing. The results of two studies demonstrate that interpersonal treat-ment (expression of concern for applicants ’ feelings) and social comparison information (description of testing as either typical or experimental) interact to affect test-takers ’ reactions. When concern was expressed and personality testing was described as typical, individuals responded less positively. However, when no concern was expressed, evaluations were more positive when testing was described as typical. The implications for organizational justice research and selection research are discussed.

livre ressources humaines : robert levin, and joseph rosse .in today's economy with its reco... more livre ressources humaines : robert levin, and joseph rosse .in today's economy with its record breaking low unemployment rates, it is imperative that businesses have in place proven strategies for keeping ... step-by-step the authors guide the readers through this proven process. ...

This study examines the effects of various personological traits on individuals’ reactions to job... more This study examines the effects of various personological traits on individuals’ reactions to job dissatisfaction at differing levels of intensity. Our results indicate that the more dissatisfied an individual becomes at work, the more likely he or she is to engage in impulsive reactive behaviors, such as quitting, disengaging, or retaliation, rather than adaptive behaviors, such as problem solving or adjusting expectations. In addition, a relatively small number of individual differences were found to have a noticeable impact on reactions to dissatisfaction at work. Among the most prevalent of these traits are conflict management styles, individual work ethic, and proactive personality.

Journal of Managerial Issues, 2005

The importance of reactions to perceptions of unfair treatment in the workplace cannot be underst... more The importance of reactions to perceptions of unfair treatment in the workplace cannot be understated. As predicted by Adams' (1963, 1965) equity theory, which has increased in importance over the last two decades (Miner, 2003), employees often respond to inequities in wage and other resource distributions by lowering performance or by increasing absenteeism, theft, and other retaliatory behaviors that are generally detrimental to organizational functioning (Greenberg, 1987, 1990, 1993b). In addition to Adam's work with distributive justice, attention has been directed towards the more subtle and long-range effects of procedural justice. Fair procedures, defined as those that are unbiased, based on accurate information, applied consistently, representative of all parties, correctable, and based on ethical standards (Leventhal, 1980) are associated with such positive organizational outcomes as organizational commitment and trust in supervision (Folger and Konovsky, 1989; Kono...

Preface. About the Authors. Part I: Introduction. 1. The Challenge of Hiring in Higher Education.... more Preface. About the Authors. Part I: Introduction. 1. The Challenge of Hiring in Higher Education. Part II: Getting Prepared. 2. Preparing for Hiring. 3. Attracting Talent. 4. The Legal and Social Context of Hiring. Part III: The Hiring Decision. 5. Evaluating Applicants. 6. A Practical Guide to Making Hiring Decisions. Afterword: Hanging On to Your Hires. References. Index.

In this paper we propose a model of how employees respond both to job dissatisfaction and to nega... more In this paper we propose a model of how employees respond both to job dissatisfaction and to negative work emotions. Job dissatisfaction prompts a decision process that results in one of five behavioral responses intended to help the employee reduce dissatisfaction: Problem-Solving, Planned Exit, Avoidance, Equity-enhancing Retaliation or Capitulation. Negative emotions produce more impulsive forms of Exit, Avoidance and Retaliation that may or may not be adaptive. Each process is moderated by both situational (e.g., labor market conditions, group norms) and individual difference (e.g., perceived control, emotional reserve/control) variables. Organizational researchers have long been interested in how employees respond to dissatisfaction with work and life. More than a thousand studies have explored the relationship between job satisfaction and turnover (Rosse, 1991); probably half again that number have investigated the association between job satisfaction and other withdrawal beha...

Industrial and Labor Relations Review, 1994

J Appl Psychol, 1994

... to suggest that certain personality dimensions (particularly the conscientiousness component ... more ... to suggest that certain personality dimensions (particularly the conscientiousness component of the Big Five typology of personality), chosen on the basis of job analysis, are valid predictors of job performance (Barrick & Mount, 1991; Hough, Dunnette, Eaton, & Kamp, 1990; Tett ...

Journal of Managerial Issues, Jun 22, 2005

... High-impact hiring: A comprehensive guide to performance-based hiring. Post a Comment. CONTRI... more ... High-impact hiring: A comprehensive guide to performance-based hiring. Post a Comment. CONTRIBUTORS: Author: Rosse, Joseph G. Author: Levin, Robert. PUBLISHER: Jossey-Bass Publishers (San Francisco). SERIES TITLE: YEAR: 1997. ...