Purpose – The purpose of this paper is to examine perceptions of inclusion and related factors, to understand how organizations can encourage and facilitate the full participation of employees. The research explored authentic leadership (AL) as an antecedent of inclusion, and two outcomes, organization-based self-esteem (OBSE) and organizational citizenship behavior (OCB). Design/methodology/approach – Using an online survey, data were collected from 107 primary and 219 peer participants in various industries throughout the USA. Primary participants provided perceptual ratings on inclusion, AL, OBSE and OCB. Co-workers assessed primary participants’ OCB. Findings – AL was positively related to inclusion (β=0.58, p<0.01) as well as self-rated OCB (β=0.36, p<0.01). Inclusion was positively associated with OBSE (β=0.48, p<0.01) and self-rated OCB (β=0.63, p<0.01). Inclusion mediated the relationship between AL and self-rated OCB. OBSE mediated the relationship between inclusion and self-rated OCB. All analyses controlled for the effects of race and gender. Practical implications – Results suggest organizations can promote inclusive environments through AL, and that inclusive environments promote employees’ work-related self-esteem and their willingness to go above and beyond in their jobs. Originality/value – This paper examines previously unstudied relationships, thus contributing to organizational theory and practice.

This study compared four criteria–two objective (production quantity and production quality) and two subjective (supervisor and self‐ratings)–for their predictability in a criterion‐related validity study. Results from this sample of 212 maintenance, mechanic, and field service workers replicated previous meta‐analytic results with clerical workers (Nathan & Alexander, 1988); supervisor ratings and objective productivity indices provided similar and significant validity coefficients with a unit‐weighted composite of five cognitive ability tests. The objective quality index and employee self‐ratings resulted in near zero correlations with the same predictor battery. Additional productivity and quality objective criterion data were available for 2 years since the original validation study; no change in validity was found.

This paper examines some of the options available to practitioners interested in supporting the use of selection measures in an organization, including test transportability, validity generalization (VG), and synthetic validation, reviewing some of the advantages, disadvantages and requirements of each approach. Results of four unpublished, proprietary validation studies are reported which compare validity estimates provided by the job component validation (JCV; a type of synthetic validation) routine inherent in the Position Analysis Questionnaire (PAQ) with observed validity coefficients for a variety of criterion measures. We then examine the accuracy of the JCV procedure in predicting validity coefficients for 51 clerical classifications extracted from an existing PAQ job evaluation database of a large utility company. Predicted JCVs are compared to mean observed validity coefficients for five DOT clerical categories provided by Pearlman, Schmidt, and Hunter (1980). The VG and JCV methods provided highly similar and converging estimates of the validity of cognitive ability tests for predicting performance in clerical occupations. Implications for practice are discussed, particularly the need to use multiple, converging lines of evidence to support test use.

This paper discusses the roles of validity, cut score choice, and adverse impact on selection system utility using data from two concurrent validation studies. We contrast an assessment center and published aptitude test on several metrics, including validity, testing costs, adverse impact, and utility. The assessment center produced slightly lower validity than the aptitude test while costing roughly 10 times as much per candidate. In spite of these advantages for the aptitude test, the assessment center produced so much less adverse impact its operational utility would be higher given cut scores likely to be chosen in this organization. Potential concerns with applying net utility models to this type of situation are discussed in comparison to gross utility models.

Although synthetic validation has long been suggested as a practical and defensible approach to establishing validity evidence, synthetic validation techniques are infrequently used and not well understood by the practitioners and researchers they could most benefit. Therefore, we describe the assumptions, origins, and methods for establishing validity evidence of the two primary types of synthetic validation techniques: (a) job component validity and (b) job requirements matrix. We then present the case for synthetic validation as the best approach for many situations and address the potential limitations of synthetic validation. We conclude by proposing the development of a comprehensive database to build prediction equations for use in synthetic validation of jobs across the U.S. economy and reviewing potential obstacles to the creation of such a database. We maintain that synthetic validation is a practically useful methodology that has great potential to advance the science and practice of industrial and organizational psychology.