The September, 2007 issue of the Journal of Occupational and Organizational Psychology is out and has several articles worth taking a look at. Let's look at some of them:
The first article, by Ng et al., presents an overview of the different theories of job mobility. Specifically, they look at the impact of "structural" factors (e.g., the economy), individual differences, and decisional factors (e.g., readiness for change, desirability of the move). Good stuff to keep in mind when thinking about why people get and change jobs.
Next, Kenny and Briner provide an overview of 54 years worth of British research on ethnicity and behavior. A very broad article that includes discussion of research on recruitment/assessment (draft here).
Third, a fascinating study of the impact of job insecurity on behavior by Probst, et al. Using data gathered from both students and employees, the authors found that perceptions of job insecurity tended to have a negative impact on creativity (I'm thinkin' because your brain's busy thinking about the upcoming unemployment) but seems to have a moderately positive impact on productivity ("maybe if I work hard enough they won't fire me"?).
Next up, Hattrup, Mueller, and Aguirre analyzed data from the International Social Survey Programme on work value importance across 25 different nations. The authors found that conclusions about cross-cultural differences in work values will vary depending on how "work values" are operationalized. Why is this important? Because oftentimes sweeping statements are made about how people in certain countries view work-life balance, the importance of job security, interesting work, etc. This research reminds us to pause before adopting those conclusions.
Last but not least, Lapierre and Hackett present findings from a meta-analytic structural equation modeling study of conscientiousness, organizational citizenship behaviors (OCBs), job satisfaction, and leader-member exchange. If this makes you say, "Huh?" then here's the bottom line: (with this data at least) conscientious employees demonstrated more OCBs, which enhanced the supervisor-subordinate relationship, leading to greater job satisfaction. Job satisfaction also seemed to result in more demonstration of OCBs. More evidence to support the value of assessing for conscientiousness, methinks. Also more support for expanding the measure of recruitment/assessment success beyond simply "productivity."