Experiences That Matter: Unraveling the Link Between Extracurricular Activities and Emotional and Social Competencies

Emotional and social competencies have been shown to be extremely desirable in young people for their successful entry into the labor market. Their development has been studied primarily as a result of formal training in the educational and work domains, whereas relatively little is known about the role played by extracurricular activities in promoting these types of competencies. Non-working personal experiences are often used as proxies to assess the emotional and social competencies of candidates in recruitment and selection phases. However, this inference is not based on clear scientific evidence. Drawing on experiential learning theory, this study investigated empirically the relationship between a range of extracurricular activities (volunteering, cultural activities, experience abroad, sport) and the competency portfolio of graduates. Data were collected from a sample of 324 graduates through a structured survey and a multi-rater assessment of their emotional and social competencies. The results of the Partial Least Square-Path Modeling in general provide support for the positive association between experiential extracurricular activities and emotional and social competencies, although not all relationships are supported. The present study contributes to advance in the understanding of the determinants of emotional and social competencies by examining their relationship with a broad range of extracurricular activities. Moreover, it discusses implications for higher education and human resource management.

CEOs’ International Work Experience and Compensation

In this paper, we study the effect a CEO’s international work experience has on his or her compensation. By combining human capital theory with a resource dependence and a resource-based perspective, we argue that international work experience translates into higher pay. We also suggest that international work experience comprises several dimensions that affect CEO compensation: duration, timing and breadth of stays abroad. With data from Europe’s largest stock market firms, we provide evidence that the longer the international work experiences and the more numerous they are, the higher a CEO’s compensation. While, based on our theoretical arguments, we expect to find that later international work experiences pay off for CEOs, our empirical analysis shows that earlier international work experiences are particularly valuable in terms of compensation. In addition, our data support the argument that maturity allows a CEO to take advantage of the skills, knowledge and competencies obtained via international experience—and to receive a higher payoff. With our study, we improve the understanding of how different facets of a CEO’s background shape executive remuneration.

Identifying talent: public organisation with skewed performance scores

Purpose

This study aims to draw lessons on how talent identification becomes a critical factor in the field of talent management (TM).

Design/methodology/approach

A simulation approach with three developed scenarios is used in the paper. The first utilised the standard deviation of skewed performance scores, the second applied the standard deviation of normalised data and the third practised a percentile approach. Concerning the normalisation process of employee performance data, the paper proposed a weighted function to address skewness.

Findings

The results indicate that the process of identifying talent using a nine-grid box is sensitive to changes in the classification criteria used, indicating a bias in identifying talent. In sum, using a standard deviation approach using transformation data is the most appropriate choice for use in performance data with a skewed distribution.

Practical implications

The Government of West Java Province, Indonesia, can use the simulation results to objectively identify excellent civil servants and develop an appropriate TM strategy. A similar process treatment can be implemented in other organisations that have skew distribution issues.

Originality/value

This paper introduces a weighted function approach to address practical problems in the unsymmetrical distribution of employee performance scores when identifying talent using a TM framework. It shows the application of a unique mathematical technique to solve issues found in the field of human resources management systems.

Ethical challenges in assessment centres in South Africa

Orientation: Assessment Centres (ACs) are used globally for the selection and development of candidates. Limited empirical evidence exists of the ethical challenges encountered in the use of ACs, especially in South Africa (SA).Research purpose: Firstly, to explore possible ethical challenges related to ACs in SA from the vantage point of the practitioner and, secondly, to search for possible solutions to these.Motivation for the study: Decisions based on AC outcomes have profound implications for participants and organisations, and it is essential to understand potential ethical challenges to minimise these, specifically in the SA context, given its socio-political history, multiculturalism, diversity and pertinent legal considerations.Research design, approach and method: A qualitative, interpretative research design was chosen. Data were collected by means of a semi-structured survey that was completed by 96 AC practitioners who attended an AC conference. Content analysis and thematic interpretation were used to make sense of the data. The preliminary findings were assessed by a focus group of purposively selected subject-matter experts (n = 16) who provided informed insights, which were incorporated into the final findings. The focus group suggested ways in which specific ethical challenges may be addressed.Main findings: The findings revealed many ethical challenges that can be better understood within a broad framework encompassing 10 themes: Universal ethical values; multicultural global contexts; the regulatory-legal framework for ACs in SA; characteristics of the assessor; psychometric properties of the AC; characteristics of the participant; bias and prejudice; governance of the AC process; ethical culture of the employer organisation and the evasive nature of ethics as a concept.Practical and managerial implications: Considerable risk exists for the unethical use of ACs. An awareness of possible areas of risk may assist AC stakeholders in their search for ethical AC use.Contribution or value-add: The study may contribute to an evidence-based understanding of the ethical aspects of ACs. The recommendations may also benefit all AC stakeholders who wish to use ACs ethically.

A double whammy effect of ethnicity and gender on consumer responses to management level service failures

Purpose

– Existing research on demographic stereotypes of employees suggests that ethnicity and gender are important determinants of consumer perceptions and behaviors. Based on the Stereotype Content Model and the Role Congruity Theory, the purpose of this paper is to examine the effect of ethnicity and gender stereotypes on management-level service failures in a US context.

Design/methodology/approach

– Adopting a 2 (ethnicity: Caucasian vs Hispanic) × 2 (gender: male vs female) between-subjects design, two studies were conducted with US consumers to test whether a double whammy effect of ethnicity and gender exists for management-level, but not line-level, service failures.

Findings

– The results of this study suggest that Hispanic female managers suffer from a double whammy effect due to ethnic and gender-based stereotyping in the USA. Furthermore, the findings indicate that the serial mediation via competence perceptions and blame attributions are the underlying psychological mechanism of this effect. As predicted, occupational status functions as a boundary factor to the double whammy effect.

Originality/value

– The findings of this paper contribute to the service management literature by examining the role of demographic characteristics in influencing US consumers’ responses to management-level service failures.