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We investigated the relationship between personality and managerial assessment center (AC) dimensions, emphasizing age’s moderating role within volatility, uncertainty, complexity, ambiguity (VUCA) simulations.

We analyzed 327 managers and applied the AC method, examining areas like social skills, problem-solving, management and goal striving, openness to change, employee development using the VUCA framework.

We assessed personality metatraits through a questionnaire based on the circumplex model (CPM; Strus, Cieciuch, & Rowinski, 2014), identifying four bipolar metatraits. Results highlighted passiveness and disharmony as negatively correlated with all managerial AC dimensions, with passiveness adversely affecting social skills and problem-solving.

Age’s moderating role emerged as pivotal in the relationship between personality and managerial AC dimensions, especially in specific VUCA contexts. This underscores age’s influence on the interplay between personality and managerial efficacy, suggesting varying predictive capabilities across age groups. The research illuminates the complexities of these relationships, spotlighting age’s nuanced impact.

The purpose of this paper is to introduce case-method teaching (CMT), its advantages and disadvantages for the process of organizational training within organizations, as well as to compare its advantages and disadvantages with current training methods.

The authors applied a systematic literature review to define, identify and compare CMT with current methods.

In CMT, participants get involved with real-world challenges from an action perspective instead of analyzing them from a distance. Also, different reactions of the participants to the same challenge aid instructors to identify the individual differences of participants toward the challenge. Although CMT is still not considered as a popular organizational training method, the advantages of CMT may encourage organizational instructors to further apply it. Improving the long-term memory, enhancing the quality of decision making and understanding the individual differences of individuals are the advantages of CMT.

A lack of sufficient empirical researchers and the high cost of conducting this method may prevent practitioners to apply it.

The review suggested that CMT is able to bring dilemmas from the real world into training settings. Also, it helps organizations to identify the individual reactions before they make a decision.

The study sought to fit managerial competencies in the metatraits of the Circumplex Personality Metatraits Model (CPM) by Strus, Cieciuch and Rowinski (2014). The authors assumed that managerial competencies would be located in the sector of personality metatraits, specifically, the plus poles: Integration (Gamma-Plus) through Stability (Alpha-Plus) and Self-restraint (Delta-Plus) to Plasticity (Beta-Plus).

A group of 327 managers took part in this study. Managerial competencies related to social skills, problem-solving, management and goal striving, openness to change and employee development were evaluated via the assessment center (AC).

The results revealed a negative relationship between all managerial competencies and negative metatraits of Disharmony (Gamma-Minus) and Passiveness (Beta-Minus). On the other hand, Integration (Gamma-Plus) and Plasticity (Beta-Plus) appeared to be positively related to two competencies only: openness to change and problem-solving.

All managerial competencies fitted well in the CPM pattern with adequate degrees of fit. The discussion indicates the role of managerial competencies and personality assessment in the selection process.

The impetus for this paper was the recognition, based on recent surveys and our own experiences, that organizations face special challenges when designing and validating selection procedures for information technology (IT) workers. The history of the IT industry, the nature of IT work, and characteristics of IT workers converge to make the selection of IT workers uniquely challenging. In this paper, we identify these challenges and suggest means of addressing them. We show the advantages offered by the modern view of validation that endorses a wide spectrum of probative information relevant to establishing the job relatedness and business necessity of IT selection procedures. Finally, we identify the implications of these issues for industrial/organizational psychologists, human resource managers, and managers of IT workers.

The purpose of this review is to explicate the role of statistics as evidence in employment litigation, especially in regard to statistical proof involving claims of employment discrimination. The use of statistics to uncover discrimination and as a means to criticize or justify varied personnel practices is examined, drawing upon legal, scientific, statistical, and psychological literature. Statistical evidence is scrutinized as potentially persuasive indirect evidence of discrimination, with an emphasis on the utilization of statistical methods under the theories of adverse impact and disparate treatment. In order to explore the historical context and contemporary use of specific statistical techniques in employment discrimination litigation, an extensive investigation of statistics presented in cases filed under Title VII of the Civil Rights Act of 1964 and The Age Discrimination in Employment Act of 1967 is conducted. Criticisms and perceived benefits of statistical analyses in litigation are addressed, as are future trends pertaining to advanced statistical methodology and the acceptance of statistics in the legal arena. Implications for human resource management policies and practices are presented.

Bradley J. Alge is an associate professor of Management at Purdue University's Krannert School of Management. He received his Ph.D. in business administration from The Ohio State University, and an MBA from Kent State University. Professor Alge received his BBA from the University of Notre Dame, where he majored in MIS and was also a member of the 1988 Division I NCAA National Championship football team. Prior to entering academia, he worked as a consultant for Accenture. Professor Alge studies issues of human–technology interaction (e.g., electronic monitoring, virtual teams) and the effects of technology on individual and group attitudes and behaviors on the job. He has published in leading management and psychology journals including the Journal of Applied Psychology, Personnel Psychology, and Organizational Behavior and Human Decision Processes.

Although scholars increasingly use institutional logics to explain macro-level phenomena, we still know little about the micro-level psychological mechanisms by which institutional logics shape individual action. In this paper, we propose that individuals internalize institutional logics as an associative network of schemas that shapes individual actions through a process we call institutional frame switching. Specifically, we conduct two novel experiments that demonstrate how one particularly important schema associated with institutional logics – the implicit theory – can drive individual action. This work further develops the psychological underpinnings of the institutional logics perspective by connecting macro-level cultural understandings with micro-level situational behavior.