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This study examines the role of personality and work experience in predicting two measures of job performance: Proficiency on the job tasks assigned to employees (task performance) and discretionary behaviors (e.g., helping) that may or may not be performed by employees (contextual performance). The two types of performance measures were shown to have different patterns of association with work experience and personality dimensions, such that personality was more predictive of contextual performance, while job experience was more predictive of task‐based performance. Noticeably, conscientiousness did not predict task‐based performance. Implications and limitations of the present study, as well as directions for future research, are discussed.

Two studies were conducted to examine the magnitude and consequences of racial differences on social desirability (SD) scales. Study 1 included 1,063 job applicants, and Study 2 included 3 sets of incumbents (total N = 534). In both studies, participants were administered several personality measures and an SD scale. Across all samples, Whites scored lower on the SD scale than Blacks (average d = .37), Hispanics (average d = .47), and Asians (average d = 1.04), but these differences were not observed on the personality scales. The consequence of differences in socially desirable responding (SDR) is that fewer minority group members would be selected if SD scales were used to derive cut scores to eliminate individuals from the applicant pool or if the scales were used to correct personality test scores for SDR. However, applying the SD correction did not affect the validity of the personality test for any of the racial groups. Overall, our findings suggest that researchers and practitioners should consider the use of SD scales very carefully, as their use may have unintended consequences. These studies also demonstrate a need to closely examine the construct validity of SD measures across diverse groups.

Gamification promises to deliver more motivating, engaging, and, ultimately, effective human resource (HR) processes. The following chapter presents an overview of key motivational theories supporting the potential effectiveness of gamifying HR processes. Key motivational theories underpinning the success of gamification include Need Satisfaction Theories, Operant Conditioning, Flow, and Goal Setting Theory. After providing a theoretical framework supporting the effectiveness of gamification, emphasis will shift to an examination of key game elements used to improve four large categories of HR processes: recruitment, selection, training, and performance management. Case studies will be leveraged to provide real-world examples of organizations using gamification to improve HR initiatives. Finally, the chapter will cover key considerations and best practices that should be followed when developing and implementing gamified HR initiatives.

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