Although giving bad news at work is a stressful experience, managers are often underprepared for this challenging task. As a solution, we introduce organizational bad news training that integrates (a) principles of delivering bad news from the context of health care (i.e., bad news delivery component), and (b) principles of organizational justice theory (i.e., fairness component). We argue that both the formal and fair delivery of bad news at work can be enhanced with the help of training to mitigate distress both for the messenger and the recipient. We tested the effectiveness of training for the delivery of a layoff as a typical bad news event at work. In 2 studies, we compared the performance of a training group (receiving both components of training) with that of a control group (Study 1, Study 2) and a basics group (receiving the bad news delivery component only; Study 2) during a simulated dismissal notification meeting. In general, the results supported our hypotheses: Training improved the formal delivery of bad news and predicted indicators of procedural fairness during the conversation in both studies. In Study 2, we also considered layoff victims' negativity after the layoff and found that training significantly reduced negative responses. This relationship was fully mediated by layoff victims' fairness perceptions. Despite preparation, however, giving bad news remained a challenging task in both studies. In summary, we recommend that organizations provide managers with organizational bad news training in order to promote professional and fair bad news conversations at work. (PsycINFO Database Record

Several faking theories have identified applicants’ cognitive ability (CA) as a determinant of faking—the intentional distortion of answers by candidates—but the corresponding empirical findings in the area of personality tests are often ambiguous. Following the assumption that CA is important for faking, we expected applicants with high CA to show higher personality scores in selection situations, leading in this case to significant correlations between CA and personality scores, but not in nonselection situations. This meta‐analysis (66 studies, k = 115 individual samples, N = 46,265) showed this pattern of results as well as moderation effects for the study design (laboratory vs. field), the response format of the personality test, and the type of CA test.

The newest contender for succeeding passwords as the incumbent web authentication scheme is the FIDO2 standard. Jointly developed and backed by the FIDO Alliance and the W3C, FIDO2 has found support in virtually every browser, finds increasing support by service providers, and has adoptions beyond browser-software on its way. While it supports MFA and 2FA, its single-factor, passwordless authentication with security tokens has received the bulk of attention and was hailed by its supporters and the media as the solution that will replace text-passwords on the web. Despite its obvious security and deployability benefits-a setting that no prior solution had in this strong combination-the paradigm shift from a familiar knowledge factor to purely a possession factor raises questions about the acceptance of passwordless authentication by end-users.This paper presents the first large-scale lab study of FIDO2 single-factor authentication to collect insights about end-users' perception, acceptance, and concerns about passwordless authentication. Through hands-on tasks our participants gather first-hand experience with passwordless authentication using a security key, which they afterwards reflect on in a survey. Our results show that users are willing to accept a direct replacement of text-based passwords with a security key for single-factor authentication. That is an encouraging result in the quest to replace passwords. But, our results also identify new concerns that can potentially hinder the widespread adoption of FIDO2 passwordless authentication. In order to mitigate these factors, we derive concrete recommendations to try to help in the ongoing proliferation of passwordless authentication on the web.

Recent research has highlighted competitive worldviews as a key predictor of faking—the intentional distortion of answers by candidates in the selection context. According to theoretical assumptions, applicants’ abilities, and especially their cognitive abilities, should influence whether faking motivation, triggered by competitive worldviews, can be turned into successful faking behavior. Therefore, we examined the influence of competitive worldviews on faking in personality tests and investigated a possible moderation of this relationship by cognitive abilities in three independent high school and university student samples (N1 = 133, N2 = 137, N3 = 268). Our data showed neither an influence of the two variables nor of their interaction on faking behavior. We discuss possible reasons for these findings and give suggestions for further research.

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