Test of a multidimensional model linking applicant work experience and recruiters' inferences about applicant competencies

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Test of a multidimensional modellinking applicant work experience andrecruiters inferences about applicantcompetenciesYin-Mei Huanga Chien-Cheng Chenb amp Shin-Yu Laiba Department of Business Administration Tunghai UniversityTaichung City Taiwanb Department of Business Management National Taipei Universityof Technology Taipei City TaiwanPublished online 03 Apr 2013

To cite this article Yin-Mei Huang Chien-Cheng Chen amp Shin-Yu Lai (2013) Test of amultidimensional model linking applicant work experience and recruiters inferences aboutapplicant competencies The International Journal of Human Resource Management 24193613-3629 DOI 101080095851922013777935

To link to this article httpdxdoiorg101080095851922013777935

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The International Journal of Human Resource Management 2013

Vol 24 No 19 3613ndash3629 httpdxdoiorg101080095851922013777935

Test of a multidimensional model linking applicant work experience and recruitersrsquo inferences about applicant competencies

Yin-Mei Huanga Chien-Cheng Chenb and Shin-Yu Laib

aDepartment of Business Administration Tunghai University Taichung City Taiwan bDepartment of Business Management National Taipei University of Technology Taipei City Taiwan

Previous research have shown that applicantsrsquo work-experience information influences recruitersrsquo hiring recommendations This study extends previous research by proposing and testing the relationship between applicantsrsquo work-experience dimensions (ie job tenure job breadth leadership experience and challenging job experience) and recruitersrsquo perceptions of applicantsrsquo job competencies (ie professional knowledge interpersonal skills general mental ability and trait conscientiousness) Results from a policy-capturing experiment partially support our hypotheses and show that recruiters use different aspects of applicant work experience to infer different dimensions of applicant job competencies

Keywords general mental ability job competency personnel selection trait conscientiousness work experience

Introduction

Work experience which refers to lsquoevents that are experienced by an individual that relate

to the performance of some jobrsquo (Quinones Ford and Teachout 1995 p 890) constitutes

some of the most important resume information with which recruiters can judge whether

an applicant is suitable for an opening (Tsai Chi Huang and Hsu 2011) Most research on

work experience focus on the relationships between work experience and job performance

(ie Schmidt Hunter and Outerbridge 1986 Avery Tonidandel Griffith and Quinones

2003) ignoring the effects of work experience on recruitersrsquo judgment in the recruitment

and selection process For hiring organizations applicantsrsquo prior work experience reflects

not only the diversity of their job competencies gained from past jobs (Dokko Wilk and

Rothbard 2009) but also the content and the degree of applicantsrsquo knowledge skills

abilities and other characteristics (KSAO) (Quinones et al 1995) Thus how to interpret

and draw inferences about applicantsrsquo resume-based work experience are two vital tasks

for recruiters

It is also argued that lsquoexperience should reflect the challenges and interactions that

accrue above and beyond what is acquired through simple continued practicersquo (Tesluk and

Jocobs 1998 p 325) We can better understand the construct of work experience by

conceptualizing it as consisting of qualitative and quantitative components that capture the

work-related events experienced by an individual such as performance and achievement

at work (Quinones et al 1995 Tesluk and Jocobs 1998) However most research on the

effects of work experience has concerned mainly job tenure which refers to the number of

years within the prior and current job or organization (Ford Quinones Sego and Sorra

1992) This approach to operationalizing work experience lsquoignores the fact that

individuals with equal amounts of tenure in the same job can differ considerably with

Corresponding author Email ccchenntutedutw

q 2013 Taylor amp Francis

3614 Y-M Huang et al

respect to the content quality and breadth of their experiencesrsquo (De Pater Van Vianen

Bechtoldt and Klehe 2009 p 298) and ignores important events that accrue over a career

and that include opportunities to perform tasks or duties (Ford et al 1992) as well as the

nature or quality of specific experiences (DuBois and McKee 1994 Quinones et al 1995)

Researchers have been overlooking the importance of the other aspects of work

experience such as job breadth which can be defined as the types of jobs an individual has

performed (Quinones et al 1995) and the qualitative aspects of work experience such

as leader experience (Bray and Howard 1983 McCauley 1986) and challenging job

experience (De Pater et al 2009)

The present study follows Quinones et al (1995) and Tesluk and Jacobs (1998) by

simultaneously examining the effects of the quantitative components (ie tenure and job

breadth) and the qualitative components (ie leadership job experience and challenging

job experience) of work experience on recruitersrsquo evaluation of applicantsrsquo KSAO

including professional knowledge interpersonal skills general mental ability (GMA) and

conscientiousness Chen Huang and Leersquos (2011) study was one of the few studies to

examine the effects of applicant work experience on recruitersrsquo evaluation of KSAO

Researchers found that applicant work experience can predict recruitersrsquo perceptions of

applicantsrsquo job-related knowledge Although Chen et al (2011) addressed a similar

research problem the present study extends their work in three ways First in contrast to

the work of Chen et al (2011) which relies on a cross-sectional design for data collection

the present study uses an experimental design that might enhance our ability to make

causal inferences about the hypothesized relationships discussed herein Second whereas

Chen et al (2011) examined the extent of applicantsrsquo reported work experience the

current study examines the content of applicantsrsquo work experience We believe that this

study which examines the content of work-experience information can yield stronger

insights into the complex nature of recruitersrsquo decision-making processes than studies that

examine the amount of work-experience information (as in Chen et al 2011) Thus by

answering questions regarding the lsquowhatrsquo aspects of the underlying theory building

(Whetten 1989) our study may help strengthen the fieldrsquos understanding of the effects that

applicant work experience has on recruiter judgment Third in contrast to the scholarship

of Chen et al (2011) which treats work experience as a one-dimensional construct the

current study examines the multidimensional content of job experience (ie job tenure job

breadth leader experience and challenging job experience) and thus can help clarify the

importance of different experience-oriented aspects relative to recruitersrsquo prescreening

judgments about applicantsrsquo qualifications

Theory and hypotheses

The effects of applicant work experience on recruitersrsquo perceived KSAO

Work experience has served as a useful cue for inferring onersquos job competencies because it

can be conceived of as a proxy for someonersquos level of knowledge skills and expertise

(Becker 1975) Attribution theory (Heider 1958 Fiske and Taylor 1991) and signaling

theory (Spence 1973 Bird and Smith 2005) can provide a theoretical foundation for

discussing how applicantsrsquo work experience may affect recruitersrsquo perceptions of

applicantsrsquo job competencies Attribution theory posits that people rely on certain

informational cues in order to determine whether internal (dispositional) or external

(situational) factors can help explain the causes of a behavior Signaling theory also suggests

that people draw an inference based on available information when they either have

incomplete data or feel uncertainty toward the target of interest To predict applicantsrsquo

employability recruiters will rely on signals that is on observable characteristics (eg work

experience) that are under applicantsrsquo discretion and that reflect their capacities and talents

Therefore when reviewing applicantsrsquo resumes recruiters will search for informational

cues and signals from applicantsrsquo prior experiences in order to draw inferences about

applicantsrsquo KSAO and then evaluate applicant employability (De Pater et al 2009) In the

following section we will illustrate the effects of different aspects of work experience on

recruitersrsquo perceptions of specific KSAO involving job-related knowledge interpersonal

skills GMA and conscientiousness and we will present these illustrations by providing both

theoretical and empirical arguments

The effects of work experience on perceived job-related knowledge

Attribution theory suggests that when examining other peoplersquos behavior one is always

intent to know why they did what they did According to attribution theory during the

selection process recruiters intensively search for specific information that could help

them infer applicantsrsquo job-related knowledge requisite for filling the given job vacancy

Job-related knowledge concerns the extent (or depth) to which job applicants understand

similar tasks Individuals with high job-related knowledge are proficient and effective in

performing similar tasks It is believed that longer tenure can confer on a person valuable

knowledge applicable to a current work context (Schmidt et al 1986) By performing work

for a long time individuals can strengthen their understanding of work procedures and

know-how Results of Dokko et al (2009) and Schmidt et al (1986) suggest that prior job

tenure is positively related to job-related knowledge Therefore recruiters may link tenure

with job-related knowledge because job tenure reflects the expertise with which applicants

have handled work affairs in the past (Chen et al 2011) moreover recruiters may be more

likely to recommend long-tenure applicants than short-tenure applicants for assignment to

positions requiring significant job-related knowledge

Individuals with more leadership experience are expected to be good at dealing with

complex and stressful tasks (Avery et al 2003) When facing problems at work leaders

have to handle information and find solutions quickly and correctly Consequently leaders

have many opportunities to learn improve and accumulate job-related knowledge (Fiedler

1970) Therefore we expect that recruiters will perceive applicants experienced in

leadership as sufficiently knowledgeable and proficient for a given job Thus recruiters will

perceive applicants equipped with strong leadership experience as possessing higher job-

related knowledge than applicants equipped with relatively little leadership experience

Challenging job experiences refer to lsquowork activities for which existing tactics and

routines are inadequate and that require new ways of dealing with work situationsrsquo (De

Pater et al 2009 p 299) Because challenging job experiences encompass relatively

difficult and complex activities individuals who perform them should possess significant

job-related knowledge A job applicant who had challenging responsibilities at previous

jobs can consequently give recruiters the impression that he or she had impressed prior

supervisors as being able to solve intimidating difficulties (De Pater et al 2009) In short

individualsrsquo performance of challenging jobs can be conceived of as a signal indicating

individualsrsquo levels of job-related knowledge (Humphrey 1985) When an applicant has

many challenging job experiences he or she will be regarded as well qualified because

these experiences can develop and accumulate much job-related knowledge and knowshy

how Thus recruiters will likely perceive applicants who possess significantly challenging

job experience as having greater job-related knowledge than applicants who possess

relatively little challenging job experience

Taken together according to attribution theory recruiters may use applicantsrsquo work-

experience dimensions of job tenure leadership experience and challenging job

experience to form causal judgments regarding whether applicants possess sufficient job-

related knowledge (Heider 1958 Fiske and Taylor 1991) Thus the following hypothesis

is proposed

Hypothesis 1 Job tenure leadership experience and challenging job experience will be

the most important components of work experience when recruiters

judge the extent of applicantsrsquo job-related knowledge

The effects of work experience on perceived interpersonal skills

Interpersonal skills are the lubricant of social and work relationships helping employees

adequately enact key behaviors in interactive social contexts (Meichenbaum Bulter and

Gruson 1981) Researchers have been paying more and more attention to the selection

processes for applicants with interpersonal skills thus interpersonal skills have become a

common criterion in recruitersrsquo prescreening of applicants (Cascio 1995) We expect that

applicantsrsquo leadership experiences are an important cue in recruitersrsquo efforts to make

accurate inferences concerning the applicantsrsquo interpersonal skills Leaders are required to

manage and cooperate with subordinates and other work teams inside and outside

organizations and therefore need substantive interpersonal skills to construct and maintain

high-quality communications and relationships (McCauley Rudeman Ohlott and Morrow

1994) Leaders have more opportunities to learn interpersonal skills than their

subordinates because the former have to interact with members smoothly and peacefully

so as to accumulate social capital that is beneficial to the leadership tasks at hand

(Hochwarter Witt Treadway and Ferris 2006) Because individuals with many leadership

experiences give the impression that they have frequently resolved interpersonal problems

at prior workplaces recruiters would likely regard these individuals as skillful at crafting

and preserving effective interpersonal relationships Thus we expect that recruiters

perceive applicants equipped with considerable leadership experience as having higher

interpersonal skills than applicants equipped with little leadership experience According

to attribution theory (Heider 1958 Fiske and Taylor 1991) recruiters who read about the

work-experience information listed on an applicantrsquos resume would make causal inference

about the applicantrsquos job-related skills including interpersonal skills Recruiters may use

applicantsrsquo leadership experience to draw conclusions about whether applicants possess

high levels of interpersonal skills We propose the following hypothesis in this regard

Hypothesis 2 Leadership experience will be the most important component of work

experience when recruiters judge the extent of applicantsrsquo interpersonal

skills

The effects of work experience on perceived GMA

GMA refers to overall intelligence or cognitive ability determining whether individuals

can get and make use of important knowledge systematically GMA is vital for individualsrsquo

detection and resolution of problems at work (Behling 1998) Also GMA concerns the

multiple and various aptitudes and cognitive abilities possessed by job applicants (Hunter

and Hunter 1984) Those with high GMA are bright quick to solve different problems and

quick to learn new skills (Dunn Mount Barrick and Ones 1995) Thus recruiters will want

to select applicants with high GMA because they are smarter cleverer and have greater

problem-solving competency than applicants with low GMA Job breadth is the amount of

jobs individuals have experienced reflecting the diversity of job contents (Ford et al

1992) Changing jobs is often accompanied by a need to demonstrate onersquos capacity to be

effective in the new role (McCauley et al 1994) Through several career transitions

individuals gain opportunities to develop personal competence by quickly learning various

skills and problem-solving abilities in order to cope with new obstacles (McCauley

Eastman and Ohlott 1995) Applicants who report that they have performed various types

of jobs exhibit an openness to experience and an able interest in expanding and enriching

knowledge bases through job transition (Borman Hanson Oppler Pulakos and White

1993) These applicants may have high GMA in implementing various job-related tasks

because workers who perform various jobs effectively need high GMA to absorb and

implement the varied knowledge and abilities associated with the jobs (Hunter and Hunter

1984) Thus we expect that recruiters will attribute applicantsrsquo job breadth to their

GMA and perceive applicants equipped with various job experiences as having relatively

high GMA

In addition individuals with considerable leadership experience may be regarded as

individuals who possess high levels of GMA The responsibilities associated with

leadership positions in workplaces are highly difficult and complex requiring that the

person occupying the position possess a high degree of GMA so that he or she can learn

and deal with related work affairs quickly and efficiently (Hunter and Hunter 1984) Van

Iddekinge Ferris and Heffner (2009) argued that lsquoleaders often are required to gather

integrate and interpret large amounts of information and then make sound decisions on

the basis of that information Thus it is reasonable to expect that cognitive ability is

positively related to how leaders perform rsquo (p 469) Under this condition a reasonable

assumption is that individuals who hold leadership jobs should have cognitive abilities

sufficient to the task of overcoming obstacles and challenges at work Thus we expect

that applicants equipped with significant leadership experiences will give recruiters

the impression of possessing higher levels of GMA than applicants who lack such

experiences

Moreover it has been argued that lsquotaking up challenging tasks will require one to

develop and apply new skills and procedures instead of relying on known routinesrsquo (De

Pater et al 2009 p 316) Because of the difficulties and complexity inherent in challenging

jobs individuals who are assigned these jobs have to learn and develop new knowledge and

skills (Tesluk and Jacobs 1998) Because challenging tasks encompass the types of activities

also performed at higher-level jobs people with challenging job experiences give the

impression of being able to effectively perform the tasks associated with these higher-level

jobs (De Pater et al 2009) Therefore we expect that prior challenging job experiences

possessed by applicants may signal their possession of sufficient GMA in dealing with

job-related difficulties because the applicants have effectively handled challenges in prior

experiences

Taken together according to attribution theory (Heider 1958 Fiske and Taylor 1991)

when recruiters use applicantsrsquo work experience as the initial screening criteria there is an

implied assumption that applicantsrsquo work experience is linked to job-relevant attributions

including GMA which is important for job success Recruiters may use applicantsrsquo work-

experience dimensions of job breadth leadership experience and challenging job

experience to draw conclusions about whether applicants possess high GMA Thus the

following hypothesis is proposed

Hypothesis 3 Job breadth leadership experience and challenging job experience will

be the most important components of work experience when recruiters

judge the extent of applicantsrsquo GMA

The effects of work experience on perceived conscientiousness

Research has suggested that the personality trait of conscientiousness is a vital predictor

of job performance (Barrick and Mount 1991) Individuals with high conscientiousness

are generally considered to be responsible organized serious and willing to work hard to

attain goals (Goldberg 1990) In the context of personnel selection the conscientious

personality is expected to be among the most critical competencies that lsquoa well-qualified

applicantrsquo should have (Dunn et al 1995) Because leaders should take full responsibility

for planning organizing leading and controlling and spend time and effort on integrating

and implementing work affairs leadership experience may be attributed to achievement-

oriented characteristics (Zaccaro Kemp and Bader 2004) In addition employees

with high conscientiousness are achievement-oriented and promote task performance

and therefore are more likely to be promoted to a managerial position (Conger and

Fulmer 2003) Therefore in the context of employee selection recruiters may link

applicantsrsquo leadership experience to their personality of conscientiousness because

most employees who are assigned to leadership positions are highly conscientious

In addition employees who embrace assigned challenging tasks signal their

willingness not only to exert effort (Van Scotter Motowidlo and Cross 2000) but also to

develop a wide range of abilities knowledge and values that strengthen the likelihood of

effective task execution (London 2002) De Pater et al (2009) stated that the more time

employees spend on challenging tasks the more they signal their desire and ability to

handle significant responsibilities In the context of recruitment applicants who have been

assigned significantly challenging jobs are more likely than other applicants to impress

recruiters as being effortful and achievement-oriented In other words recruiters will

attribute challenging job experience to the personality trait of conscientiousness

recruiters not only take into account content of the job being filled but also infer

personality trait of conscientiousness that would aid applicants in performing their

jobs Recruiters may use applicantsrsquo work-experience dimensions of leadership experience

and challenging job experience to form causal judgments regarding whether applicants are

high in conscientiousness Thus the following hypothesis is proposed

Hypothesis 4 Leadership experience and challenging experiences will be the most

important components of work experience when recruiters judge the

extent of applicantsrsquo trait of conscientiousness

Method

Participants

Our participants comprised 41 professionals or human resource managers from the

high-tech manufacturing industry (71) the financial industry (12) the service

industry (10) and others (7) All the managers had acquired experience of

reviewing resumes and had undergone training in how to conduct employment

interviews Of the 41 managers 23 (561) were male and the mean age was 3493

Procedure

We conducted policy-capturing analyses to identify the participantsrsquo decision-making

processes or policies with regard to evaluating the suitability of hypothetical job

applicants To avoid the potential problem of respondentsrsquo lsquosocial desirabilityrsquo (Arnold

and Feldman 1981) we did not disclose the true objectives of this study to the

participants we simply told them that the purpose of this study was to identify factors that

determined resume-screening recruitersrsquo perceptions Moreover the participants were

promised that we would ensure their privacy by keeping all responses anonymous Upon

arriving at the study site each participant was led into a laboratory and received an

information packet that included a job description concerning a marketing specialist a

series of 16 resumes where each resume described an applicant with four work-experience

dimensions (ie job tenure job breadth leadership experience and challenging job

experience) and 16 corresponding questionnaires about the participantsrsquo perceptions of

each applicantrsquos KSAO (ie job-related knowledge interpersonal skills GMA and

conscientiousness) The job position (ie a marketing specialist) and the gender and age of

the applicant shown in the resume were identical from one resume to the next Each work-

experience dimension had a high level and a low level With four work-experience

dimensions at two levels each we adopted a 2 pound 2 pound 2 pound 2 design resulting in 16

resumes The resumes surfaced in a random order and each work-experience dimension

surfaced randomly within each resume Table 1 shows the high and low conditions of each

factor Participants were asked to familiarize themselves with their roles as recruiters the

given job description and the job candidatesrsquo resume information After reading each

resume participants reported their ratings of each hypothesized applicantrsquos KSAO

The instructions also directed participants to answer completely all the questions about

one resume before moving on to the next During the actual experiment we waited

outside the laboratory and did not disturb the participants After completing all the 16

questionnaires participants underwent a debriefing and received a gift worth US$3 for

their participation

Table 1 Policy-capturing variables and levels

Job tenure High I have held marketing-related jobs for eight years Low I have held marketing-related jobs for one year

Job breadth High I have held many jobs such as general-affairs department specialist marketing specialist human resource specialist customer service clerk accounting specialist and web design specialist Low I have held jobs such as marketing specialist and product marketing assistant

Leadership experience High I have been a manager for five years Low I have been a manager for half a year

Challenging job experience High I have been in charge of many challenging tasks such as simultaneously handling several projects and workgroups representing my organization during new product presentations to the public and performing activities that are highly visible to people outside our organization Low I have been responsible for routine marketing projects and have participated in new product presentations three times

Measurement

Recruiter-perceived job-related knowledge

We used three items from Chen et al (2011) to measure the recruitersrsquo evaluation of a

given applicantrsquos job-related knowledge Items include lsquoThis applicant possesses the

knowledge necessary to perform the duties of this specific jobrsquo lsquoThis applicant appears to

have a good understanding of the job requirementsrsquo and lsquoThis applicant knows what is

important in this jobrsquo Responses rested on a seven-point Likert scale (1 frac14 strongly

disagree and 7 frac14 strongly agree) The Cronbachrsquos a for this scale was 097

Recruiter-perceived interpersonal skills

We adopted three items from Finkelstein and Burke (1998) to measure the recruitersrsquo

assessment of a given applicantrsquos interpersonal skills Items include lsquoI expect this

applicant to interact with me very wellrsquo lsquoI believe this applicant will be able to get along

with all types of people who could be encountered in this type of jobrsquo and lsquoI expect to

enjoy interacting with this applicant on the job very muchrsquo Responses rested on a five-

point Likert scale (1 frac14 strongly disagree and 5 frac14 strongly agree) The Cronbachrsquos a for

this scale was 085

Recruiter-perceived GMA

We adopted three items from Dunn et al (1995) to measure the recruitersrsquo assessment of a

given applicantrsquos GMA Recruiters were asked to rate the given applicantrsquos GMA along a

continuum dimension with associated low-end and high-end trait clusters The low end of

the GMA feature was anchored with the markers lsquodullrsquo lsquoslow to solve problemsrsquo and lsquoslow

to learn new skillsrsquo whereas the high end of the GMA feature was anchored with the

markers lsquobrightrsquo lsquoquick to solve problemsrsquo and lsquoquick to learn new skillsrsquo Responses

rested on a five-point Likert scale The Cronbachrsquos a for this scale was 093

Recruiter-perceived conscientiousness

We used Cole Feild Giles and Harrisrsquo (2004) scale which is a modified version of

Goldbergrsquos (1992) scale to measure this construct Participants were asked to read each

adjective and determine the extent to which they agreed that it described their typical

behavior Five pairs of adjective items measured on a five-point scale with a continuum

anchored from low-end to high-end clusters assessed recruitersrsquo perceptions of

applicantsrsquo conscientiousness The Cronbachrsquos a was 095

We conducted confirmatory factor analyses using maximum-likelihood estimation to

analyze the factor structure of the four KSAO variables in the study (ie professional

knowledge interpersonal skills GMA and conscientiousness) Results show that the four-

factor measurement model fits our data reasonably well (x 2 [71] frac14 70950 Comparative

Fit Index frac14 098 Normed Fit Index frac14 097 Incremental Fit Index frac14 098 Root mean

square residuals frac14 0052) All manifest indicators were significantly correlated with their

respective latent factors This would indicate the convergent validity of these six

measures In all cases the 95 confidence intervals of the latent construct correlations

were significantly different from 1 thus providing evidence for the discriminant validity

We also proposed a competing model in which all the four KSAO variables were

combined into one factor to further examine discriminant validity Chi-square difference

tests indicated that the hypothesized four-factor model provided a better fit for the data

than did the one-factor model (Dx 2 frac14 361602 df frac14 6 p 001) Taken together both

convergent and discriminant validity established themselves in the present study

Control variables

Past research indicated that recruitersrsquo age gender selection experience and selection

training were related to their evaluations (eg London and Poplawski 1976 Stevens 1998

Dipboye and Jackson 1999) Therefore we included these variables as covariates

Recruiter gender was self-reported and dummy coded for further analysis (0 frac14 male 1 frac14

female) Recruiter experience was self-reported with one item lsquoHow many times have you

participated in employee selectionrsquo We measured recruiter training with one item the

amount of training that participants had undergone in employee selection We also

included recruitersrsquo positive moods and negative moods as control variables because

previous research had found that recruitersrsquo moods during evaluations were related to

recruitersrsquo judgment of applicants (Baron 1987 1993) Bono Foldes Vinson and Muros

(2007) had devised a short version of the Positive and Negative Affect Schedule (PANAS

Watson Clark and Tellegen 1988) from which we extracted six items that helped us

measure the extent to which (1) three nouns described recruitersrsquo positive moods (ie

lsquohappinessrsquo lsquoenthusiasmrsquo and lsquooptimismrsquo) and (2) three nouns described recruitersrsquo

feelings of negative moods (ie lsquoanxietyrsquo lsquoangerrsquo and lsquoirritationrsquo) The recruitersrsquo

responses rested on a four-point scale (ranging from 1 frac14 not at all to 4 frac14 very much so)

Results

We created a four-item scale including one item for each work-experience dimension to

ascertain the success of manipulation of work-experience dimensions Items questioned

the degree to which the participants felt that the applicant had held a job for a long time

(ie job tenure) had held many types of jobs (ie job breadth) had held leadership

positions for a long time and had held a significantly challenging job All items were rated

on a six-point scale ranging from 1 (strongly disagree) to 6 (strongly agree) We compared

the mean scores on the manipulation check items across the low and high conditions in

order to determine whether we had successfully manipulated the four dimensions of work

experience The four t-tests show significant effects in line with the four work-experience

dimensions manipulations in the different experimental conditions Descriptive statistics

are shown in Table 2

Table 3 shows the correlations and descriptive statistics for the study variables As the

same participant was asked to complete questionnaires pertaining to 16 resumes data

collected from such participants may be confounded by certain rater effects Using

Table 2 Mean values on items measuring adequacy of the experimental manipulations

Manipulated variables M SD T value

Job tenure High 518 072 52943

Low 205 080 Job breadth High 511 077 40477

Low 238 094 Leadership experience High 506 073 53923

Low 197 074 Challenging experience High 510 089 40656

Low 230 087

Variable

lengin

hrsquos

Ordinary Least Squares regression to test the data set might violate the statistical

assumption of independent observations (Kenny and La Voie 1985) and result in biased

estimates of the relations between variables (Dreher Ash and Hancock 1988)

Acknowledging the nested nature of data we performed hierarchical linear modeling

(HLM Bryk and Raudenbush 1992) to test the effects of every work-experience

dimension on recruitersrsquo perceived KSAO Moreover research has suggested HLM as a

suitable technique for policy-capturing studies (Aiman-Smith Scullen and Barr 2002)

The use of HLM allows for examination of variables at more than one level of analysis

namely within subjects (Level 1) and between subjects (Level 2) In the current research

the within-subjects predictors (Level 1) were the four dimensions of work experience The

between-subjects predictors (Level 2) were the control variables of recruiter

characteristics (ie age gender experience training positive moods and negative

moods) Participantsrsquo perceived KSAO were regressed on the applicantsrsquo work-experience

dimensions to identify the participantsrsquo idiosyncratic model Because the dimensions were

orthogonal the standardized regression weights (beta weights) can be interpreted as an

index of the relative importance of each dimension in the decision-making process used by

the participant We then followed Hofmann Griffin and Gavinrsquos (2000) suggestion of

investigating the between-recruiter variation before testing the hierarchical models The

results obtained from the null model indicate that the intraclass correlation (ICC [1]) of the

four dependent variables was between 021 and 026 These values are comparable to the

recommended ICC (1) values (James 1982) and thus provide evidence of data consistency

which could facilitate efforts to aggregate these data for further analysis The null model

results indicate that there was significant between-recruiter variance in the four dependent

measures (t00 frac14 010ndash038 x 2 [40] frac14 20567ndash26771 all ps 001) and that more than

74 of the total variance in the dependent variables (ie between 74 and 79) was

within recruiters These results suggest that hierarchical modeling of these data was

appropriate and that in the dependent construct scores there was substantial within-

recruiter variability open to potential explanation

As seen in Table 4 we performed HLM analyses to test the proposed hypotheses For

the four dependent variables the six control variables (ie recruiter characteristics of age

gender experience training positive moods and negative moods) were entered into the

Level 2 model and the four work-experience dimensions were entered into the Level 1

model To ensure meaningful interpretations of the parameter estimation and to refrain

from specific organization effects we group centered Level 1 predictor variables and

grand centered Level 2 predictor variables before testing hierarchical linear models

(Hofmann and Gavin 1998)

As reported in Table 4 job tenure (g frac14 067 p 001) leadership experience

(g frac14 022 p 001) and challenging job experience (g frac14 131 p 001) were the most

important predictors of recruitersrsquo perception of applicantsrsquo job-related knowledge

Therefore Hypothesis 1 was supported Leadership experience was not significantly related

to recruitersrsquo perceptions of applicantsrsquo interpersonal skill (g frac14 003 p 005) Therefore

Hypothesis 2 was not supported Both leadership experience (g frac14 013 p 001) and

challenging job experience (g frac14 095 p 001) were the most important predictors of

recruitersrsquo perceived GMA but job breadth did not have a comparable effect (g frac14 003 p 005) Therefore Hypothesis 3 was partially supported Last both leadership experience

important predictors of recruitersrsquo perceptions of applicantsrsquo conscientiousness providing

support for Hypothesis 4

Table 4 Hierarchical linear modeling results for work-experience dimensions

Work-experience dimensions

Job-related Interpersonal Variables knowledge skill GMA Conscientiousness

Level 1 Intercept 502 348 370 368 Job tenure 067 021 2011 007 Job breadth 2017 2002 003 2007 Leadership experience 022 003 013 021 Challenging experience 131 053 095 076

Level 2 Recruiter gender 2023 004 012 000 Recruiter age 001 000 000 2001 Recruiter experience 000 000 000 000 Recruiter training 2002 2001 000 000 Positive mood 008 011 011 026 Negative mood 006 013 008 017

Between-recruiter variance 071 033 021 044 Within-recruiter variance 081 045 021 043

Note Entries are estimations of the fixed effects with robust standard errors p 005 p 001

Discussion

It is argued that lsquodespite calls for more theoretical work providing greater articulation of the

nature of work experience few attempts have been made to bring the quantitative and

qualitative aspects of work experience together into a comprehensive modelrsquo (Tesluk and

Jacobs 1998) The aim of the current study is to answer researchersrsquo calls for studies

concerning the effects that multidimensional aspects of work experience can have on

perceptions of KSAO We have extended Quinones et alrsquos (1995) and Tesluk and Jacobsrsquo

(1998) studies by examining the effects that quantitative work-experience factors (ie job

tenure and job breadth) and qualitative work-experience factors (ie leadership experience

and challenging job experience) have on recruitersrsquo assessment of applicantsrsquo KSAO job

competencies By examining these important dimensions of work experience such as

achievement at work and opportunity to perform and practice (Ford et al 1992) researchers

can clarify work situationsrsquo contributions to the richness of work experiences (McCauley

et al 1994 De Pater et al 2009) Because relatively little research has explored the

importance of different types of work experience in judging an individualrsquos job

competencies (Tesluk and Jacobs 1998) results of this study may help fill the research gap

by showing that the effects of these dimensions of work experience can determine recruitersrsquo

inferences about applicantsrsquo KSAO Consistent with arguments made by Quinones et al

(1995) and Tesluk and Jacobs (1998) our results indicate that dimensions of work

experience differ from one another regarding the effects they have on recruitersrsquo evaluations

of applicantsrsquo various KSAO components This overall finding supports the arguments that

work experience is a construct comprising multiple distinguishable dimensions and that

researchers in the field should investigate the unique effects of specific work-experience

dimensions on recruitersrsquo specific assessments of applicantsrsquo job competencies in the

prescreening process of personnel selection

Job tenure is the most representative indicator of work experience (Quinones et al

1995) It is generally believed that the longer a personrsquos tenure at a job the more

job-related knowledge the person will gain (Fiedler 1970 McCall Lombardo and

Morrison 1988) As expected our results indicate that applicantsrsquo job tenure was

positively related to recruitersrsquo perception of applicantsrsquo job-related knowledge a finding

that supports the above argument However we also found that job tenure was positively

associated with recruitersrsquo perceptions of interpersonal skills and conscientiousness but

negatively associated with perceptions of GMA These findings imply that applicants who

have been working on a similar or relevant job for a long time may be regarded on the one

hand as reliable dependable and skillful at interacting with others while on the other

hand as dull because they do not seem to be able to handle a new job

Unexpectedly our results did not support our assertion that job breadth would

positively affect perceived GMA The reason for these unexpected results may be related

to the sample and the manipulation of lsquojob breadthrsquo In this study most respondents hailed

from the high-tech industry As the jobs in the two conditions by which we manipulated

lsquojob breadthrsquo (ie general-affairs department specialist marketing specialist human

resource specialist customer service clerk accounting specialist and web design

specialist) did not include any key jobs of the high-tech industry such as research and

development (RampD) engineer participants from the high-tech industry may regard these

jobs as fairly routine easy and requiring few problem-solving and cognitive abilities in

comparison to the industryrsquos lsquoimportantrsquo jobs This manipulation may mitigate the effects

of job breadth on recruitersrsquo perception of applicantsrsquo GMA We encourage future research

to consider the background of recruiters when examining the effects of applicantsrsquo job

breadth on recruitersrsquo assessment of the applicants

Our results also show that job breadth negatively affected recruitersrsquo perception of

applicantsrsquo job-related knowledge This effect implies that significant job diversity on

the part of applicants can correlate to perceptions of irregular job duration and hence

of inadequately absorbed job-related knowledge Therefore when screening resumes

recruiters may perceive those applicants who have garnered experience at numerous types

of jobs as lacking in job-related knowledge

Despite an overwhelming number of studies examining leadership surprisingly few

have examined the effects of leadership experience on important human resource decisions

(eg employee selection) (Avery et al 2003) The present study is designed to address

this gap in the literature by examining the effects of applicantsrsquo leadership experience on

recruitersrsquo inferences about applicantsrsquo job competencies Results here show that leadership

experience predicted recruitersrsquo perceptions of applicantsrsquo job-related knowledge GMA

and conscientiousness but counter to expectations did not predict recruitersrsquo perceptions

of applicantsrsquo interpersonal skills A plausible explanation is that in the current study we

manipulated the lsquoleadership experiencersquo of applicants by altering the length of time

(ie five years vs half a year) they had been in a workplace leadership position Because our

studyrsquos description of leadership-experience manipulation did not include descriptions

of critical affairs that a leader would have to deal with recruiters would associate leadership

experience in years with the skills of handling interpersonal relationships with others

Our results also show that the factor of challenging job experiences was positively

related to recruitersrsquo perception of applicantsrsquo interpersonal skills Because challenging

jobs are always high on difficulty complexity and time pressures (De Pater et al 2009)

people who hold challenging jobs may have to seek othersrsquo support and collaborate with

others to finish tasks Thus in the context of personnel selection applicants possessing

many challenging job experiences will come across as adept at building relationships with

others

Practical implications

Our results show that various aspects of applicantsrsquo work experience are associated with

recruitersrsquo perception of various applicant-related job competencies In practice recruiters

can target a specific aspect of work experience when selecting applicants who should

possess desired job competencies For example when the extent of customer contact

required for a job is relatively high (eg sales or customer service jobs) recruiters may pay

more attention to applicantsrsquo interpersonal skills and as a result pay more attention to the

applicants whose resumes boast of many challenging job experiences Given that past

studies have uncovered ample evidence supporting predictive validity for job performance

regarding the job competencies examined in this study (ie job-related knowledge

interpersonal skills GMA and conscientiousness) consequently it is important to identify

the aspects of work experience associated with these job competencies and to train and

provide recruiters with clearer guidance regarding how to make accurate attributions

(Chen et al 2011) Furthermore we advise job seekers to take heed of our findings and to

demonstrate their work experience in detail We suggest that applicants in addition to

detailing how long they held a job (ie job tenure) report the types of jobs they have held

(ie job breadth) how long they have held leadership positions and whether they have held

a significantly challenging job These specific and detailed descriptions of work

experience will facilitate recruitersrsquo decision-making and will meanwhile strengthen the

likelihood that applicants will benefit from their work experience

Limitations of the current research and directions for future research

Although the findings discussed here are compelling a few limitations of this study should

be noted First compared to related empirical research (eg Avery et al 2003 De Pater

et al 2009 Dokko et al 2009) which predominantly tested hypotheses by means of field

surveys this study uses an experimental design serving to increase the internal validity of

the findings However the use of experimental design also constrains the generalizability

of our findings to actual instances of personnel selection where real jobs are at stake

In order to enhance the realism ndash and hence the generalizability ndash of this study we went

to such lengths as inviting practitioners (instead of students) to take on the roles of

recruiters We encourage future researchers to more firmly establish the generalizability of

our findings by gathering data from actual personnel selection settings

Second most of the participants in this study were from the high-tech manufacturing

industry in Taiwan Thus the cross-cultural and cross-industrial generalizability of the

results may be a concern We contend that this fact perhaps does not bias our

interpretations of the findings as patterns of relationships among studied variables herein

are generally congruent with findings based on samples from other countries (eg the

USA see Brown and Campion 1994 Cole Feild and Giles 2003) and from other industries

(eg the financial industry see Dokko et al 2009) Future research testing the current

studyrsquos model but using samples from other countries and other industries could provide

direct evidence of the generalizability of our findings

The third limitation of this study concerns the job vacancy used in the policy-capturing

experiment In this study we adopted the phrase lsquomarketing specialistrsquo as the title of the

hypothesized job opening and asked participants to assess the KSAO of the hypothesized

applicants according to the given jobrsquos requirements and the applicantsrsquo work-experience

dimensions However this job position title may not fully suit the circumstances in this

study For example we do not expect all the applicants applying for marketing specialist

positions to have vast diverse leadership experience Researchers have suggested that a jobrsquos

attributes such as job complexity can alter specific work-experience dimensionsrsquo

importance to recruitersrsquo evaluations according to Tesluk and Jocobs (1998) lsquo[F]or jobs

that involve higher levels of complexity or where nonroutine decision making composes a

larger portion of the performance domain information on the qualitative aspects of

experience may be necessary for accurate predictionrsquo (p 345) We expect that for jobs with

higher complexity (eg managerial jobs) incorporating the qualitative aspects of experience

(eg leadership experience and challenging job experience) may strengthen the validity of

recruitersrsquo hiring decisions We encourage future researchers to examine the moderating

roles played by job attributes (eg job complexity) in the effects that work-experience

dimensions can have on recruitersrsquo inferences about applicantsrsquo job competencies

The present study confirms that specific types of work experience such as challenging

job and leadership experiences can help recruiters infer applicantsrsquo job competencies To

expand on the current findings future research may examine additional types of work

experience such as international work experience which lsquohas been widely recognized as a

vital asset and as a potential source of competitive advantage for multinational companiesrsquo

(Takeuchi Tesluk Yun and Lepak 2005 p 85) Thus when recruiting for higher-level

managerial positions organizations would likely make international work experience a

major requirement (Daily Certo and Dalton 2000)

Conclusion

In conclusion the present research has made several findings based on a policy-capturing

experimental design Most important the work-experience aspects that recruiters use

when assessing applicants can vary according to the particular job competencies that

recruiters are considering The present study provides support for the notion that work

experience is complex in nature and contributes to the literature by further deepening the

fieldrsquos existing knowledge of the complex roles played by applicantsrsquo work experience in

shaping recruitersrsquo attribution processes

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in Organizational Contexts A Tutorial for Policy-Capturing and Other Regression-Based Techniquesrsquo Organizational Research Methods 5 388ndash414

Arnold HJ and Feldman DC (1981) lsquoSocial Desirability Response Bias in Self-Report Choice Situationsrsquo Academy of Management Journal 24 377ndash385

Avery DR Tonidandel S Griffith KH and Quinones MA (2003) lsquoThe Impact of Multiple Measures of Leadership Experience on Leader Effectiveness New Insights for Leader Selectionrsquo Journal of Business Research 56 673ndash679

Baron RA (1987) lsquoInterviewerrsquos Moods and Reactions to Job Applicants The Influence of Affective States on Applied Social Judgmentsrsquo Journal of Applied Social Psychology 17 911ndash926

Baron RA (1993) lsquoInterviewersrsquo Moods and Evaluations of Job Applicants The Role of Applicant Qualificationsrsquo Journal of Applied Social Psychology 23 253ndash271

Barrick MR and Mount MK (1991) lsquoThe Big Five Personality Dimensions and Job Performance A Meta-analysisrsquo Personnel Psychology 44 1ndash26

Becker GS (1975) Human Capital A Theoretical and Empirical Analysis With Special Reference to Education New York Columbia University Press

Behling O (1998) lsquoEmployee Selection Will Intelligence and Conscientiousness Do the Jobrsquo Academy of Management Executive 12 77ndash86

Bird RB and Smith EA (2005) lsquoSignaling Theory Strategic Interaction and Symbolic Capitalrsquo Current Anthropology 46 221ndash238

Bono JE Foldes HJ Vinson G and Muros JP (2007) lsquoWorkplace Emotions The Role of Supervision and Leadershiprsquo Journal of Applied Psychology 92 1357ndash1367

Borman WE Hanson MA Oppler SH Pulakos ED and White LA (1993) lsquoRole of Supervisory Experience in Supervisory Performancersquo Journal of Applied Psychology 78 443ndash449

Bray DW and Howard A (1983) lsquoThe ATampT Longitudinal Studies of Managersrsquo in Longitudinal Studies of Adult Psychological Development ed KW Shaie New York Guilford Press pp 266ndash312

Brown BK and Campion MA (1994) lsquoBiodata Phenomenology Recruitersrsquo Perceptions and Use of Biographical Information in Resume Screeningrsquo Journal of Applied Psychology 79 897ndash908

Bryk AS and Raudenbush SW (1992) Hierarchical Linear Models Newbury Park CA Sage Cascio WF (1995) lsquoWhither Industrial and Organizational Psychology in a Changing World of

Workrsquo American Psychologist 50 928ndash939 Chen CC Huang YM and Lee MI (2011) lsquoTest of a Model Linking Applicant Resume

Information and Hiring Recommendationsrsquo International Journal of Selection and Assessment 19 374ndash387

Cole MS Feild HS and Giles WF (2003) lsquoUsing Recruiter Assessments of Applicantsrsquo Resume Content to Predict Applicant Mental Ability and Big Five Personality Dimensionsrsquo International Journal of Selection and Assessment 11 78ndash88

Cole MS Feild HS Giles WF and Harris SG (2004) lsquoJob Type and Recruitersrsquo Inference of Applicant Personality Drawn From Resume Biodata Their Relationships With Hiring Recommendationsrsquo International Journal of Selection and Assessment 12 363ndash367

Conger JA and Fulmer RM (2003) lsquoDeveloping Your Leadership Pipelinersquo Harvard Business Review 81 76ndash84

Daily CM Certo ST and Dalton DR (2000) lsquoInternational Experience in the Executive Suite The Path to Prosperityrsquo Strategic Management Journal 21 515ndash523

De Pater IE Van Vianen AEM Bechtoldt MN and Klehe UT (2009) lsquoEmployeesrsquo challenging job experiences and supervisorsrsquo evaluations of promotabilityrsquo Personnel Psychology 62 297ndash325

Dipboye RL and Jackson SL (1999) lsquoInterviewer Experience and Expertise Effectsrsquo in The Employment Interview Handbook eds RW Eder and MM Harris Thousand Oaks CA Sage pp 229ndash292

Dokko G Wilk SL and Rothbard NP (2009) lsquoUnpacking Prior Experience How Career History Affects Job Performancersquo Organization Science 20 51ndash68

Dreher GF Ash RA and Hancock P (1988) lsquoThe Role of the Traditional Research Design in Underestimating the Validity of the Employment Interviewrsquo Personnel Psychology 41 315ndash328

DuBois D and McKee A (1994) lsquoFacets of Work Experiencersquo Paper presented at the Ninth Annual Conference of the Society for Industrial and Organizational Psychology St Louis MO

Dunn WS Mount MK Barrick MR and Ones DS (1995) lsquoRelative Importance of Personality and General Mental Ability in Managersrsquo Judgments of Applicant Qualificationsrsquo Journal of Applied Psychology 80 500ndash509

Fiedler FE (1970) lsquoLeadership Experience and Leader Performance Another Hypothesis Shot to Hellrsquo Organizational Behavior and Human Performance 5 1ndash14

Finkelstein LM and Burke MJ (1998) lsquoAge Stereotyping at Work The Role of Rater and Contextual Factors on Evaluations of Job Applicantsrsquo The Journal of General Psychology 125 317ndash345

Fiske ST and Taylor SE (1991) Social Cognition New York McGraw-Hill Ford JK Quinones MA Sego DJ and Sorra JS (1992) lsquoFactors Affecting the Opportunity to

Perform Trained Tasks on the Jobrsquo Personal Psychology 45 511ndash527 Goldberg LR (1990) lsquoAn Alternative lsquoDescription of Personalityrsquo The Big-Five Factor Structurersquo

Journal of Personality and Social Psychology 59 1216ndash1229 Goldberg LR (1992) lsquoThe Development of Markers for the Big Five Factor Structurersquo

Psychological Assessment 4 26ndash42 Heider F (1958) The Psychology of Interpersonal Relations New York Wiley Hochwarter WA Witt LA Treadway DC and Ferris GR (2006) lsquoThe Interaction of Social

Skill and Organizational Support on Job Performancersquo Journal of Applied Psychology 91 482ndash489

Hofmann DA and Gavin MB (1998) lsquoCentering Decisions in Hierarchical Linear Models Theoretical and Methodological Implications for Organizational Sciencersquo Journal of Management 24 623ndash641

Hofmann DA Griffin MA and Gavin MB (2000) lsquoThe Application of Hierarchical Linear Modeling to Organizational Researchrsquo in Multilevel Theory Research and Methods in Organizations eds K Klein and SWJ Kozlowski San Francisco CA Jossey-Bass pp 467ndash511

Humphrey RH (1985) lsquoHow Work Roles Influence Perception Structural-Cognitive Processes and Organizational Behaviorrsquo American Sociological Review 50 242ndash252

Hunter JE and Hunter RF (1984) lsquoValidity and Utility of Alternative Predictors of Job Performancersquo Psychological Bulletin 96 72ndash98

James LR (1982) lsquoAggregation Bias in Estimates of Perceptual Agreementrsquo Journal of Applied Psychology 67 219ndash229

Kenny DA and La Voie L (1985) lsquoSeparating Individual and Group Effectsrsquo Journal of Personality and Social Psychology 48 339ndash348

London M (2002) lsquoOrganizational Assistance in Career Developmentrsquo in Work Careers A Developmental Perspective ed DC Feldman San Francisco CA Jossey-Bass pp 323ndash345

London M and Poplawski JR (1976) lsquoEffects of Information on Stereotype Development in Performance Appraisal and Interview Contextsrsquo Journal of Applied Psychology 61 199ndash205

McCall MW Lombardo MM and Morrison AM (1988) The Lessons of Experience How Successful Executives Develop on the Job Lexington MA Lexington Books

McCauley CD (1986) Developmental Experiences in Managerial Work A Literature Review Greensboro NC Center for Creative Leadership

McCauley CD Eastman LJ and Ohlott PJ (1995) lsquoLinking Management Selection and Development Through Stretch Assignmentrsquo Human Resource Management 34 93ndash115

McCauley CD Rudeman MN Ohlott PJ and Morrow JE (1994) lsquoAssessing the Development Components of Managerial Jobsrsquo Journal of Applied Psychology 79 544ndash590

Meichenbaum D Butler L and Gruson L (1981) lsquoToward a Conceptual Model of Social Competencersquo in Social Competence eds JD Wine and MD Smye New York Guilford pp 36ndash60

Quinones MA Ford JK and Teachout MS (1995) lsquoThe Relationship Between Work Experience and Job Performance A Conceptual and Meta-analytic Reviewrsquo Personnel Psychology 48 887ndash910

Schmidt FL Hunter JE and Outerbridge AN (1986) lsquoThe Impact of Job Experience and Ability on Job Knowledge Work Sample Performance and Supervisory Ratings of Job Performancersquo Journal of Applied Psychology 71 432ndash439

Spence M (1973) lsquoJob Market Signalingrsquo The Quarterly Journal of Economics 87 355ndash374 Stevens CK (1998) lsquoAntecedents of Interview Interactions Interviewersrsquo Ratings and Applicantsrsquo

Reactionsrsquo Personnel Psychology 51 55ndash85 Takeuchi R Tesluk P Yun S and Lepak D (2005) lsquoAn Integrative View of International

Experiencersquo Academy of Management Journal 48 85ndash100 Tesluk PE and Jacobs RR (1998) lsquoToward an Integrated Model of Work Experiencersquo Personal

Psychology 51 321ndash355 Tsai WC Chi NW Huang TC and Hsu AJ (2011) lsquoThe Effects of Applicant Resume

Contents on Recruitersrsquo Hiring Recommendations The Mediating Roles of Recruiter Fit Perceptionsrsquo Applied Psychology An International Review 60 231ndash254

Van Iddekinge CH Ferris GR and Heffner T (2009) lsquoTest of a Multistage Model of Distal and Proximal Antecedents of Leader Performancersquo Personnel Psychology 62 463ndash495

Van Scotter JR Motowidlo SJ and Cross TC (2000) lsquoEffects of Task Performance and Contextual Performance on Systematic Rewardsrsquo Journal of Applied Psychology 85 526ndash535

Watson D Clark LA and Tellegen A (1988) lsquoDevelopment and Validation of Brief Measures of Positive and Negative affect The PANAS Scalesrsquo Journal of Personality and Social Psychology 54 1063ndash1070

Whetten DA (1989) lsquoWhat Constitutes a Theoretical Contributionrsquo Academy of Management Review 14 490ndash495

Zaccaro SJ Kemp C and Bader P (2004) lsquoLeader Traits and Attributesrsquo in The Nature of Leadership eds J Antonakis AT Cianciolo and RJ Sternberg Thousand Oaks CA Sage pp 101ndash124

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

Conditions of access and use can be found at httpwwwtandfonlinecompageterms-and-conditions

Introduction

for recruiters

is proposed

skills

high GMA

experiences

Method

Participants

Procedure

their participation

Measurement

this scale was 085

Control variables

Results

Low 230 087

Variable

lengin

hrsquos

Discussion

others

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

Introduction

for recruiters

is proposed

skills

high GMA

experiences

Method

Participants

Procedure

their participation

Measurement

this scale was 085

Control variables

Results

Low 230 087

Variable

lengin

hrsquos

Discussion

others

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

is proposed

skills

high GMA

experiences

Method

Participants

Procedure

their participation

Measurement

this scale was 085

Control variables

Results

Low 230 087

Variable

lengin

hrsquos

Discussion

others

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

is proposed

skills

high GMA

experiences

Method

Participants

Procedure

their participation

Measurement

this scale was 085

Control variables

Results

Low 230 087

Variable

lengin

hrsquos

Discussion

others

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

is proposed

skills

high GMA

experiences

Method

Participants

Procedure

their participation

Measurement

this scale was 085

Control variables

Results

Low 230 087

Variable

lengin

hrsquos

Discussion

others

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

high GMA

experiences

Method

Participants

Procedure

their participation

Measurement

this scale was 085

Control variables

Results

Low 230 087

Variable

lengin

hrsquos

Discussion

others

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

Method

Participants

Procedure

their participation

Measurement

this scale was 085

Control variables

Results

Low 230 087

Variable

lengin

hrsquos

Discussion

others

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

Procedure

their participation

Measurement

this scale was 085

Control variables

Results

Low 230 087

Variable

lengin

hrsquos

Discussion

others

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

Measurement

this scale was 085

Control variables

Results

Low 230 087

Variable

lengin

hrsquos

Discussion

others

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

Control variables

Results

Low 230 087

Variable

lengin

hrsquos

Discussion

others

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

Variable

lengin

hrsquos

Discussion

others

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

Discussion

others

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

Discussion

others

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

others

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

Conclusion

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

Abstract

Introduction

Method

Results

Discussion

Conclusion

References

Documents

Test of a multidimensional model linking applicant work experience and recruiters' inferences about applicant competencies