Jerel E Slaughter

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Scholarly Contributions

Chapters

• Slaughter, J. E., & Evans, J. B. (2017). Organizational Image and Reputation. In Oxford Bibliographies in Management.
• Lievens, F., & Slaughter, J. E. (2016). Employer image and employer branding: What we know, and what we need to know.. In Annual Review of Organizational Psychology and Organizational Behavior(pp 407-440). Palo Alto, CA: Annual Reviews.
• Slaughter, J. E., & Reb, J. (2016). Decision making processes.. In Encyclopedia of Industrial/Organizational Psychology.
• Slaughter, J. E., & Kausel, E. E. (2013). Employee Selection Decisions. In Judgment and Decision Making at Work. Routledge. doi:10.4324/9780203767054-13
• Slaughter, J. E., & Kausel, E. E. (2013). Employee selection decisions. In Judgment and Decision Making at Work(pp 57-79). Thousand Oaks, CA: Sage.

Journals/Publications

• Cooper, D. A., Slaughter, J. E., & Gilliland, S. W. (2021). Reducing injuries, malingering, and workers’ compensation costs by implementing overt integrity testing. Journal of Business and Psychology, 36, 495-512.
• Slaughter, J. E., Gabriel Rossetti, A. S., Ganster, M., Vaziri, H., & MacGowan, R. (2021). Getting worse or getting better? Understanding the antecedents and consequences of emotion profile transitions during COVID-19-induced organizational crisis. Journal of Applied Psychology, 106, 1118-1136.
• Slaughter, J. E., Cooper, D. A., & Gilliland, S. W. (2020). Good apples in good barrels: Ethical code enforcement, conscientiousness, and unethical behavior. Journal of Occupational and Organizational Psychology, 93, 834-860.
• Ellis, A. P., Slaughter, J. E., & Evans, J. B. (2019). Gender and the evaluation of humor at work. Journal of Applied Psychology.
• Evans, J. B., Slaughter, J. E., & Ellis, A. P. (2019). Gender and the evaluation of humor at work. Journal of Applied Psychology, 104, 1077-1087.
• Kausel, E. E., Slaughter, J. E., Evans, J. M., & Stein, J. H. (2019). Do findings from laboratory experiments on preferential selection generalize to cognitively-oriented tasks? A test of two perspectives.. Journal of Business and Psychology, 34, 587-601.
• Yu, K. Y., Verma, K., Slaughter, J. E., Pratt, B. R., Paluch, R. M., Martinez-moreno, J. E., Jones, D. A., Hoque, K., Hahn, T., Goh, K. H., Glavas, A., Dineen, B. R., Collins, C. J., Bacon, N., & Allen, D. G. (2019). Employer Branding and Images: Extending the Boundaries of Current Knowledge. Academy of Management Proceedings, 2019(1), 11613. doi:10.5465/ambpp.2019.11613symposium
• Yu, K. Y., Verma, K., Slaughter, J. E., Seidenberger, S., Pratt, B. R., Jones, D. A., Hoque, K., Goh, K. H., Dineen, B. R., Collins, C. J., Bacon, N., & Allen, D. G. (2018). Employer Knowledge and Organizational Images: New Insights from Novel Contexts. Academy of Management Proceedings, 2018(1), 13596. doi:10.5465/ambpp.2018.13596symposium
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  Much of current understanding on employer knowledge and organizational images has been built on the assumption that information on employers either come from formal information sources that are con...
• Gilliland, S. W., Slaughter, J. E., Gilliland, S. W., & Cooper, D. A. (2015). Integrity Testing and Workers’ Compensation: Accounting for Job Tenure and Time at Work. Academy of Management Proceedings, 2015(1), 14704. doi:10.5465/ambpp.2015.14704abstract
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  Research has shown that pre-hire screening of job applicants with integrity tests may reduce the incidence and size of workers’ compensation claims within an organization. However, we identify two ...
• Kausel, E. E., Culbertson, S. S., Leiva, P. I., Slaughter, J. E., & Jackson, A. T. (2015). Too arrogant for their own good? Why and when narcissists dismiss advice.. Organizational Behavior and Human Decision Processes, 131, 33-50.
• Kausel, E. E., Culbertson, S. S., Leiva, P., & Slaughter, J. E. (2015). Too arrogant for advice? Narcissism and accountability in advice taking. Organizational Behavior and Human Decision Processes, 131, 33-50.
• Gilliland, S. W., Slaughter, J. E., Gilliland, S. W., & Cooper, D. A. (2014). Good Apples in Good Barrels: Ethical Code Enforcement, Conscientiousness, and Unethical Behavior. Academy of Management Proceedings, 2014(1), 12658-12658. doi:10.5465/ambpp.2014.12658abstract
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  Environmental and individual antecedents of unethical behavior have each received substantial research attention, but the interactions between these two antecedents are less well- understood. Using...
• Slaughter, J. E., Cable, D. M., & Turban, D. B. (2014). Changing job seekers’ image perceptions during recruitment visits: The moderating role of belief confidence.. Journal of Applied Psychology, 99, 1146-1158.
• Slaughter, J. E., Christian, M. S., Podsakoff, N. P., Sinar, E. F., & Lievens, F. (2014). On the limitations of using situational judgment tests to measure interpersonal skills: The moderating influence of employee anger. Personnel Psychology, 67(847-885).
• Turban, D. B., Slaughter, J. E., & Hoye, G. V. (2014). New Directions in Employer Branding Research: Managing Organizations' Image as an Employer. Academy of Management Proceedings, 2014(1), 10972-10972. doi:10.5465/ambpp.2014.10972symposium
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  Despite the ongoing worldwide economic recession, the “war for talent” continues as organizations struggle to strike a balance between keeping a lean workforce yet attracting the necessary talent t...
• Slaughter, J. E., Christian, M. S., Podsakoff, N. P., Sinar, E. F., & Lievens, F. (2013). On the Limitations of Using Situational Judgment Tests to Measure Interpersonal Skills: The Moderating Influence of Employee Anger. Personnel Psychology.
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  Abstract: Many authors have suggested that situational judgment tests (SJTs) are useful tools for assessing applicants because SJT items can be written to assess a number of job-related knowledges, skills, abilities and other characteristics (KSAOs). However, SJTs may not be appropriate for measuring certain KSAOs for some applicants. We posit that using SJTs to measure interpersonal skills may lead to invalid inferences about applicants with higher levels of angry hostility (AH), and thus, AH should moderate the relation between interpersonally oriented SJTs and job performance. Three studies, using samples of healthcare workers (n = 225), police officers (n = 54), and medical doctors (n = 92), provided support for hypotheses in that that relations between SJT scores and performance criteria were significantly weaker among employees higher in AH compared to those lower in AH. In addition, none of the other facets of neuroticism tested (self-consciousness, anxiety, depression, immoderation, or vulnerability to stress) consistently moderated SJT validity, providing support for the uniqueness of AH. Implications for practice, and for future research studying the relations between interpersonal skills as measured by SJTs and job performance, are discussed. © 2013 Wiley Periodicals, Inc.
• Slaughter, J. E. (2012). Program developers should focus on internalization, not participation.. American Journal of Health Promotion, 36, TAHP4-TAHP6.
• Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1), 89-136.
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  Abstract: Many researchers have concerns about work engagement's distinction from other constructs and its theoretical merit. The goals of this study were to identify an agreed-upon definition of engagement, to investigate its uniqueness, and to clarify its nomological network of constructs. Using a conceptual framework based on Macey and Schneider (2008;Industrial and Organizational Psychology,1, 3-30), we found that engagement exhibits discriminant validity from, and criterion related validity over, job attitudes. We also found that engagement is related to several key antecedents and consequences. Finally, we used meta-analytic path modeling to test the role of engagement as a mediator of the relation between distal antecedents and job performance, finding support for our conceptual framework. In sum, our results suggest that work engagement is a useful construct that deserves further attention. © 2011 Wiley Periodicals, Inc.
• Kausel, E. E., & Slaughter, J. E. (2011). Narrow personality traits and organizational attraction: Evidence for the complementary hypothesis. Organizational Behavior and Human Decision Processes, 114(1), 3-14.
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  Abstract: Although the interactionist perspective has been widely studied in organizational attractiveness, there is no research comparing the explanatory power of the complementary and supplementary hypotheses in predicting attraction. The authors test these perspectives in the context of the instrumental-symbolic framework. The authors also examine whether the use of narrow personality facets, such as Trust (under the Big Five trait Agreeableness), Assertiveness (under Extraversion), and Imagination (under Openness to Experience) enhances the prediction of attraction. Job seekers (N=220) provided self-ratings of personality, ratings of organizational traits, and their level of attraction to a potential future employer. Results supported predictions based on complementarity, suggesting that organizations adopting a recruiting strategy based on similarity in personality may not succeed in attracting their most preferred candidates. The findings also suggested that narrow facets are useful in predicting attraction, providing further evidence for the predictive benefits of narrow personality traits. © 2010 Elsevier Inc.
• Slaughter, J. E., Garza, A. S., & Christian, M. S. (2011). WORK ENGAGEMENT: A QUANTITATIVE REVIEW AND TEST OF ITS RELATIONS WITH TASK AND CONTEXTUAL PERFORMANCE. Personnel Psychology, 64(1), 89-136. doi:10.1111/j.1744-6570.2010.01203.x
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  Many researchers have concerns about work engagement's distinction from other constructs and its theoretical merit. The goals of this study were to identify an agreed-upon definition of engagement, to investigate its uniqueness, and to clarify its nomological network of constructs. Using a conceptual framework based on Macey and Schneider (2008; Industrial and Organizational Psychology, 1, 3–30), we found that engagement exhibits discriminant validity from, and criterion related validity over, job attitudes. We also found that engagement is related to several key antecedents and consequences. Finally, we used meta-analytic path modeling to test the role of engagement as a mediator of the relation between distal antecedents and job performance, finding support for our conceptual framework. In sum, our results suggest that work engagement is a useful construct that deserves further attention.
• Slaughter, J. E., Kausel, E. E., & Quiñones, M. A. (2011). The decoy effect as a covert influence tactic. Journal of Behavioral Decision Making, 24(3), 249-266.
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  Abstract: The purpose of this research was to determine whether individuals could use the decoy effect to influence others' choices. In study 1, undergraduates (n=50) and executive master's of business administration (EMBA) students (n=24) read an employee selection scenario in which they were randomly assigned to prefer one of two candidates that were equal in overall attractiveness, but that had different strengths and weaknesses. They were then asked to choose one of three inferior candidates to add to the choice set that would make their preferred candidate more likely to be chosen by other decision makers. The "correct" inferior candidate was asymmetrically dominated-dominated by one of the two existing candidates, but not the other. Participants chose the "correct" decoy candidate at better than chance levels. In study 2, undergraduates and EMBA students (total n=66) completed a set of four decision tasks, in which they were asked to choose from potential decoy alternatives that would highlight their preferred job candidate or the product they preferred to sell to a customer. Participants again chose the correct option at better than chance levels. When participants provided free-response reasons for their choices, these responses indicated a fairly strong recognition of the influential nature of creating a dominating relationship. Implications for understanding this effect and how it may be used by hiring managers, sales personnel, and others who attempt to influence others people's decisions at work, are discussed. © 2010 John Wiley & Sons, Ltd.
• Becker, W. J., Connolly, T., & Slaughter, J. E. (2010). The effect of job offer timing on offer acceptance, performance, and turnover. Personnel Psychology, 63(1), 223-241.
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  Abstract: Employers often enjoy some discretion in how quickly they extend job offers following candidate interviews. Applicant reactions research suggests that quicker offers are more likely to be accepted. This paper reports an archival study investigating the effect of offer timing on offer acceptance and employment outcomes with field data (N = 3,012) from 1 large company, including both student (N = 906) and experienced (N = 2,106) candidates. The 2 groups differed markedly in their recruiting processes, but job seekers of both types were more likely to accept earlier offers. Further, we found no differences for either performance ratings or turnover among employees hired after quicker offers and those who accepted later offers. It therefore appears that employers may benefit from accelerating their postinterview job offer processes, improving their acceptance rates, and reducing vacancy times without incurring either performance or turnover penalties. © 2010 Wiley Periodicals, Inc.
• Connolly, T., Slaughter, J. E., Connolly, T., & Becker, W. J. (2010). THE EFFECT OF JOB OFFER TIMING ON OFFER ACCEPTANCE, PERFORMANCE, AND TURNOVER. Personnel Psychology, 63(1), 223-241. doi:10.1111/j.1744-6570.2009.01167.x
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  Employers often enjoy some discretion in how quickly they extend job offers following candidate interviews. Applicant reactions research suggests that quicker offers are more likely to be accepted. This paper reports an archival study investigating the effect of offer timing on offer acceptance and employment outcomes with field data (N = 3,012) from 1 large company, including both student (N = 906) and experienced (N = 2,106) candidates. The 2 groups differed markedly in their recruiting processes, but job seekers of both types were more likely to accept earlier offers. Further, we found no differences for either performance ratings or turnover among employees hired after quicker offers and those who accepted later offers. It therefore appears that employers may benefit from accelerating their postinterview job offer processes, improving their acceptance rates, and reducing vacancy times without incurring either performance or turnover penalties.
• Slaughter, J. E., Mohammed, S., Ilgen, D. R., Highhouse, S., Dalal, R. S., & Bonaccio, S. (2010). Taking Workplace Decisions Seriously: This Conversation Has Been Fruitful!. Industrial and Organizational Psychology, 3(4), 455-464. doi:10.1111/j.1754-9434.2010.01272.x
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  We are gratified by the large number of commentaries to our focal article (Dalal, Bonaccio, et al., 2010) that advocated greater integration of industrial–organizational psychology and organizational behavior (IOOB) with the field of judgment and decision making (JDM). The commentaries were uniformly constructive and civil. Our disagreements with the commentaries are mild and are limited primarily to the roles of external validity, internal validity, and laboratory experiments in IOOB. For the majority of our response, we attempt to build on the views expressed in the commentaries and to articulate some thoughts regarding the future. We structure our response according to the following themes: barriers to cross-fertilization between IOOB and JDM, areas of existing and potential JDM-to-IOOB cross-fertilization, areas of potential IOOB-to-JDM cross-fertilization, and ways to increase (and ideally institutionalize) cross-fertilization. We hope our focal article and our response to the commentaries will help to ignite exciting basic research and important practical applications associated with decision making in the workplace.
• Slaughter, J. E., Mohammed, S., Ilgen, D. R., Highhouse, S., Dalal, R. S., & Bonaccio, S. (2010). What If Industrial–Organizational Psychology Decided to Take Workplace Decisions Seriously?. Industrial and Organizational Psychology, 3(4), 386-405. doi:10.1111/j.1754-9434.2010.01258.x
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  The major premise of this article is that increased exposure to—and increased application of—theories, methods, and findings from the judgment and decision-making (JDM) field will aid industrial–organizational psychology and organizational behavior (IOOB) researchers and practitioners in studying workplace decisions. To this end, we first provide evidence of the lack of cross-fertilization between JDM and IOOB and then provide an overview of the JDM research literature. Next, with the aid of a panel of prominent IOOB scholars who share JDM interests, we discuss the philosophical and methodological traditions in IOOB and JDM, the areas in which IOOB has already been enriched by JDM as well as the areas in which it might be further enriched in the future, ways of increasing cross-fertilization from JDM to IOOB, and ways in which IOOB can in turn contribute to JDM. Through this focal article, we hope to spark conversation and ultimately engender more cross-fertilization between JDM and IOOB.
• Slaughter, J. E., & Greguras, G. J. (2009). Initial attraction to organizations: The influence of trait inferences. International Journal of Selection and Assessment, 17(1), 1-18.
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  Abstract: Organization personality perceptions have been defined as the set of personality characteristics associated with organizations. Previous research supports five distinct factors of organization personality perceptions: Boy Scout, Innovativeness, Dominance, Thrift, and Style. The purpose of this research was to understand how individuals' initial attraction to firms is influenced by their perceptions of the degree to which firms display these traits. Results of the present investigation indicated that organization personality perceptions accounted for significant variance in initial organizational attraction, after controlling for perceptions of the degree to which the jobs at the organizations offer traditional attributes. In addition, several self-rated Big Five personality characteristics interacted with dimensions of organization personality perceptions to influence attraction. Implications for the use of organization personality in future recruitment research are discussed. © 2009 Blackwell Publishing Ltd.
• Slaughter, J. E., & Kausel, E. E. (2009). The neurotic employee: Theoretical analysis of the influence of narrow facets of neuroticism on cognitive, social, and behavioral processes relevant to job performance. Research in Personnel and Human Resources Management, 28, 265-341.
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  Abstract: In this chapter, we argue that despite the fact that empirical research on trait neuroticism has shown fairly weak relations between the broad neuroticism trait and overall job performance, organizational research can benefit by increased attention to the neuroticism construct. This is because the influence of neuroticism on work behavior can be best understood by separating the more general neuroticism domain into its lower level facets. We discuss various conceptualizations of neuroticism and then review existing research on the relation between the facets of neuroticism and job performance. Next, we turn our attention to a theoretical framework that suggests that the relations between neuroticism facets and job performance outcomes are explained by the social, cognitive, and behavioral effects of having varying levels of neuroticism-based traits. In so doing, we not only focus on mediated relationships between facets of neuroticism and job performance dimensions but also recognize some important moderators, as well as some expected direct relations between the facets and job performance. Finally, we discuss implications for further conceptual development, offer some suggestions for testing the propositions, and discuss potential practical implications of finding support for this model.
• Goldman, B. M., Wiley, J. W., Slaughter, J. E., Schmit, M. J., Goldman, B. M., & Brooks, S. M. (2008). Perceptions of Discrimination: A Multiple Needs Model Perspective. Journal of Management, 34(5), 952-977. doi:10.1177/0149206308318613
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  The multiple needs model of justice was used to understand employee reactions to perceived discrimination. In particular, the fulfillment of the three needs discussed in that model—economic, interpersonal, and deontic (ethical)—were tested as consequences of perceived discrimination and as antecedents of job attitudes and turnover intentions. A representative sample of the U.S. workforce (N = 5,605) rated the three needs-fulfillment variables while also rating their perceptions of discrimination, job satisfaction, organizational commitment, and intent to leave. The proposed model was supported. This study extends research on perceived discrimination by proposing a role for the multiple needs model of justice through the use of a specific and important role for needs fulfillment. It also extends support for the multiple needs model of justice.
• Slaughter, J. E., & Greguras, G. J. (2008). Bias in performance ratings: Clarifying the role of positive versus negative escalation. Human Performance, 21(4), 414-426.
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  Abstract: This study replicated and refined research on the effects of escalation of commitment in performance ratings. We utilized experimental manipulations in a laboratory setting to determine whether positive escalation or negative escalation (or both) could be responsible for the effect. In one session, participants (N = 210) were assigned to the perspective of the potential employee's supervisor and chose 1 of 2 candidates for a sales position. In a second session, participants rated the performance of (a) the individual they selected; (b) the individual they rejected; or (c) a third individual, whose preselection information they never viewed. Results replicated previous findings, such that ratings were biased upward when participants rated the performance of the salesperson they had originally selected. Results were not biased downward when individuals rated the performance of the salesperson they had rejected, however. Thus, our results suggest that positive escalation, and not negative escalation, was the cause of the bias. Copyright © Taylor & Francis Group, LLC.
• Christian, M. S., & Slaughter, J. E. (2007). Work engagement: A meta-analytic review and directions for research in an emerging area. Academy of Management 2007 Annual Meeting: Doing Well by Doing Good, AOM 2007.
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  Abstract: Work engagement is a construct that has recently emerged as part of the trend toward positive psychology. This study reviews the engagement construct using a meta-analytic framework. First, we review the engagement construct and empirical research. Second, we present a meta-analysis of the correlates of the most commonly used measure of engagement, the Utrecht Work Engagement Scale (UWES; Schaufeli, Salanova, Gonzalez-Roma, & Bakker, 2002). Meta-analytic results show that the three factors of engagement (i.e. vigor, dedication, and absorption) are strongly inter-correlated. Also, we found that engagement is more strongly related to job resources than job demands. Finally, we found that the dimensions of engagement predict organizational commitment and individual health outcomes in a manner consistent with predictions. We conclude with a discussion of the future directions that we believe engagement research should take.
• Slaughter, J. E. (2007). Effects of two selection batteries on decoy effects in job-finalist choice. Journal of Applied Social Psychology, 37(1), 76-90.
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  Abstract: The decoy effect occurs when manipulation of an inferior option influences preferences between two superior options. Although this phenomenon has been demonstrated for choices among job finalists, it has not been tested in situations in which candidates enter the final stage of selection on uneven ground. The results of the present investigation suggest that information from the first stage of selection interacts with manipulation of the decoy's characteristics to influence choice. Specifically, the frequency with which the targeted option was chosen for a job depended on whether the target was also the highest ranked candidate entering the final stage of selection. Results also suggest significant effects of nondominated decoys on choice. Practical implications and suggestions for future research are discussed. © 2007 Blackwell Publishing, Inc.
• Slaughter, J. E., & Christian, M. S. (2007). WORK ENGAGEMENT: A META-ANALYTIC REVIEW AND DIRECTIONS FOR RESEARCH IN AN EMERGING AREA.. Academy of Management Proceedings, 2007(1), 1-6. doi:10.5465/ambpp.2007.26536346
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  This study reviews the engagement construct using a meta-analytic framework. Meta-analytic results show that the three factors of engagement (i.e. vigor, dedication, and absorption) are strongly intercorrelated. Also, engagement is more strongly related to job resources than job demands. Finally, we found that the dimensions of engagement predict organizational commitment and individual health outcomes in a manner consistent with predictions.
• Slaughter, J. E., & Zickar, M. J. (2006). A new look at the role of insiders in the newcomer socialization process. Group and Organization Management, 31(2), 264-290.
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  Abstract: The purpose of this investigation was to study the effect of socialization-related attitudes and behaviors exhibited by insiders on the development of organizational newcomers. New graduate students, advanced graduate students, and faculty members responded to surveys at two different time periods. Insiders' attitudes toward socialization were predictive of their involvement in socialization activities. New student involvement in activities that were initiated by faculty members and advanced students was related to role conflict, role ambiguity, and service to the department. Faculty and advanced student attitudes and behaviors, aggregated to the department level, predicted new student departmental service. The authors conclude that the recent call for renewed interest in the role of insiders in the socialization process is warranted. © 2006 Sage Publications.
• Slaughter, J. E., Bagger, J., & Andrew, L. i. (2006). Context effects on group-based employee selection decisions. Organizational Behavior and Human Decision Processes, 100(1), 47-59.
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  Abstract: The decoy effect occurs when preferences between two alternatives reverse as a result of the manipulation of a third alternative (i.e., a decoy) such that it is dominated by only one of the two original alternatives. Previous research has demonstrated this effect in employee selection decisions, but only when decisions were made by individuals. The present investigation was designed to test the generalizability of the phenomenon to decisions made by groups, and to determine the influence of process and outcome accountability on the decoy effect. Results showed that the overall decoy effect held for both individual and group decisions. However, for both individuals and groups, the decoy effect held only when decision makers knew they would have to justify their decision processes. © 2006.
• Slaughter, J. E., Bagger, J., & Li, A. (2006). Accountability Influences Decoy Effects on Group-Based Selection Decisions. Organizational Behavior and Human Decision Processes. doi:10.1037/E518572013-304
• Slaughter, J. E., Richard, E. M., & Martin, J. H. (2006). Comparing the efficacy of policy-capturing weights and direct estimates for predicting job choice. Organizational Research Methods, 9(3), 285-314.
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  Abstract: When studying applicants' job attribute preferences, researchers have used either direct estimates (DE) of importance or regression-derived statistical weights from policy-capturing (PC) studies. Although each methodology has been criticized, no research has examined the efficacy of weights derived from either method for predicting choices among job offers. In this study, participants were assigned to either a DE or PC condition, and weights for 14 attribute preferences were derived. Three weeks later, the participants made choices among hypothetical job offers. As predicted, PC weights outperformed DE weights when a noncompensatory strategy was assumed, and DE weights outperformed PC weights when a compensatory strategy was assumed. Implications for researchers' choice of methodology when studying attribute preferences are discussed. © 2006 Sage Publications.
• Cropanzano, R., Slaughter, J. E., & Bachiochi, P. D. (2005). Organizational justice and black applicants' reactions to affirmative action. Journal of Applied Psychology, 90(6), 1168-1184.
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  PMID: 16316272;Abstract: Using organizational justice as a guiding framework, the authors studied perceptions of affirmative action programs by presumed beneficiaries. Three conceptual issues were addressed: (a) the content of different affirmative action plans; (b) the 3-way interaction among distributive, procedural, and interactional justice; and (c) the distinction between outcome favorability and distributive justice. These ideas were tested with a sample of Black engineering students who responded to 1 of 6 plans. Participants distinguished among the various plans, with some policies being viewed as more fair than others. In addition, a 3-way interaction among the 3 types of organizational justice was observed. Specifically, the 2-way interaction between distributive and interactional fairness was only significant when procedural justice was low. Implications for organizational justice and for the design of affirmative action programs are discussed. Copyright 2005 by the American Psychological Association.
• Slaughter, J. E., Bulger, C. A., & Bachiochi, P. D. (2005). Black applicants' reactions to affirmative action plans: Influence of perceived procedural fairness, anticipated stigmatization, and anticipated remediation of previous injustice. Journal of Applied Social Psychology, 35(12), 2437-2476.
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  Abstract: This research was conducted to understand why Black applicants might react negatively to affirmative action plans (AAPs) designed to benefit them. Black engineering students (N= 2,480) reacted to 1 of 8 AAPs, to which they were randomly assigned. Two manipulations were used to form the 8 different plans: plan content (eliminate discrimination, recruitment, training, weak preferential treatment) and plan frame (affirmative action vs. diversity). The effect of plan content on job-pursuit intentions was mediated by perceived procedural fairness, anticipated remediation of injustice, and anticipated stigmatization. Job-pursuit intentions were related to interactions between perceived fairness and anticipated remediation, between perceived fairness and anticipated stigmatization, and between plan content and respondent experiences with discrimination and racism. Plan frame affected only anticipated remediation of previous injustice. Theoretical and practical implications of these findings are discussed. Copyright © 2005 by V. H. Winston & Son, Inc. All rights reserved.
• Slaughter, J. E., Stanton, J. M., Mohr, D. C., & A., W. (2005). The interaction of attraction and selection: Implications for college recruitment and schneider's ASA model. Applied Psychology, 54(4), 419-441.
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  Abstract: New college graduates are an important source of hires in large firms. Of interest to organisational decision makers are how the individual-difference profiles of soon-to-be college graduates that are likely to be attracted to, and selected by, the organisation compare with the profiles of the overall applicant population. In this research, we investigated how self-reported attraction to an organisation, achievement of a passing score on an organisation's screening device, and the interaction of these two variables related to the individual-difference profiles of 223 senior-level college undergraduates. Results indicated that those who were attracted to the organisation differed from those who were not attracted. Those who would be screened in for further selection by the organisation differed from those who would be rejected. However, the interaction of attraction and screening was unrelated to any of the individual differences. Moreover, attraction and screening did not interact to restrict variance on any of the individual-difference variables. These results provide a new perspective on the effects hypothesised in B. Schneider's (1987) Attraction-Selection-Attrition model. Implications for this model and for recruiting from the college student population are discussed. © International Association for Applied Psychology, 2005.
• Slaughter, J. E., Zickar, M. J., Highhouse, S., & Mohr, D. C. (2004). Personality Trait Inferences about Organizations: Development of a Measure and Assessment of Construct Validity. Journal of Applied Psychology, 89(1), 85-103.
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  PMID: 14769122;Abstract: The authors conducted 4 studies to construct a multidimensional measure of perceptions of organization personality. Results of the first 2 studies suggest that (a) 5 broad factors are sufficient to capture the structure of organization personality perceptions, (b) real-world organizations differ on personality profiles, and (c) personality trait inferences are related to organizational attraction, Results of a 3rd study suggest that personality trait inferences assessed in 1 sample are related to ratings of organizational attractiveness by a 2nd sample. Finally, results of a 4th study suggest that the measure is sensitive to experimental manipulations of organizational descriptions. Implications and suggestions for the use of this measure in future research are discussed.
• Slaughter, J. E., & Highhouse, S. (2003). Does Matching up Features Mess up Job Choice? Boundary Conditions on Attribute-Salience Effects. Journal of Behavioral Decision Making, 16(1), 1-15.
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  Abstract: Research in decision making has suggested that the degree to which features of an option are shared versus unique influences preferences in a way that violates normative rules. The generalizability of these findings to job choice was investigated. Senior-level, undergraduate job seekers (N = 216) were presented with three jobs from which they were asked to choose one. Attributes for two of the jobs (A and B) remained invariant across conditions, and attributes for a third job (C) were manipulated such that it shared unfavorable features with one of the invariant jobs (A or B) and favorable attributes with the other job (B or A). Results suggested that jobs with unique positive features and shared negative features were preferred over those with unique negative features and shared positive features only when information was presented in a simple (versus complex) format and when participants did not rate the importance of attributes prior to the choice task. We suggest that inferences from feature-matching research should be qualified by these boundary conditions. Copyright © 2002 John Wiley & Sons, Ltd.
• Slaughter, J. E., Sinar, E. F., & Bachiochi, P. D. (2002). Black applicants' reactions to affirmative action plans: Effects of plan content and previous experience with discrimination. Journal of Applied Psychology, 87(2), 333-344.
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  PMID: 12002961;Abstract: This study examined the effects of plan content and previous experience with discrimination on Black respondents' reactions to affirmative action plans. Black engineering students (N = 1,173) were randomly assigned to 1 of 6 plans implemented by a hypothetical organization and were asked to provide ratings of perceived fairness and intention to pursue a position at the organization. There were significant effects of plan content on perceived fairness and job pursuit intentions. Perceived fairness mediated the effect of content on intentions. Furthermore, previous experience with discrimination interacted with content to affect intentions. Individuals who had experienced relatively more discrimination in the workplace reported stronger intentions to pursue a position at an organization whose plan specified special training opportunities for minorities.
• Highhouse, S., Zickar, M. J., Thorsteinson, T. J., Stierwalt, S. L., & Slaughter, J. E. (1999). Assessing company employment image: An example in the fast food industry. Personnel Psychology, 52(1), 151-172.
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  Abstract: Historically, there has been little guidance from the recruitment literature on how organizations can assess the image that potential applicants hold of their company as a place to work. We demonstrate the application of a technique for identifying employment image dimensions that are most critical in distinguishing among companies in the same industry, and show how this information can be used to assess companies relative to their competitors on these dimensions. We used a forced-choice inductive methodology to identify relevant dimensions of company employment image in the fast food industry, and randomly assigned high school students (n = 336) and retirees (n = 102) to describe 1 of 8 well-known fast food companies on the dimensions. In addition, respondents indicated their general image of the targeted company as a place to work. We were able to identify dimensions that both discriminated between companies and predicted general image, and graphically benchmarked one company against other companies on image dimensions.
• Slaughter, J. E., Sinar, E. F., & Highhouse, S. (1999). Decoy effects and attribute-level inferences. Journal of Applied Psychology, 84(5), 823-828.
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  Abstract: A decoy effect occurs when the addition of an interior choice alternative changes the preference relations among the other alternatives in the set. Whereas many authors have suggested that the decoy effect has considerable relevance to applied decision-making contexts, others have suggested that the phenomenon may not be found in situations more realistic than those used in typical decoy experiments. The authors examined whether the effect would generalize to situations in which decision makers are required to infer attribute values. The results of the current study showed that even when no numerical attribute information is presented, decoy effects can be quite strong. These findings suggest that decoy effects may indeed be generalizable to realistic choice situations requiring attribute-level inferences.
• Zickar, M. J., & Slaughter, J. E. (1999). Examining Creative Performance over Time Using Hierarchical Linear Modeling: An Illustration Using Film Directors. Human Performance, 12(3-4), 211-230.
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  Abstract: Longitudinal performance of 73 film directors are examined using hierarchical linear modeling (HLM). The HLM analyses model intraindividual performance trajectories (i.e., performance change over time) and interindividual differences in the trajectory parameters (i.e., initial status and rate of change in performance). Results reveal that as a group, directors' performance over careers, measured by critics' ratings, can be described using a quadratic trajectory with an increase in ratings following the initial film, followed by an eventual decline in ratings in later films. However, at the intraindividual level, directors differ in their initial status as well as rate of linear change, and some directors follow an accelerating or decelerating performance pattern. These interindividual differences in initial status, direction of change, and rate of change are related to the mean number of films per year directed by the individual. Implications and future research challenges for modeling longitudinal creative performance with HLM are discussed.
• Zickar, M. J., Thorsteinson, T. J., Stierwalt, S. L., Slaughter, J. E., & Highhouse, S. (1999). ASSESSING COMPANY EMPLOYMENT IMAGE: AN EXAMPLE IN THE FAST FOOD INDUSTRY. Personnel Psychology, 52(1), 151-172. doi:10.1111/j.1744-6570.1999.tb01819.x
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  Historically, there has been little guidance from the recruitment literature on how organizations can assess the image that potential applicants hold of their company as a place to work. We demonstrate the application of a technique for identifying employment image dimensions that are most critical in distinguishing among companies in the same industry, and show how this information can be used to assess companies relative to their competitors on these dimensions. We used a forced-choice inductive methodology to identify relevant dimensions of company employment image in the fast food industry, and randomly assigned high school students (n= 336) and retirees (n= 102) to describe 1 of 8 well-known fast food companies on the dimensions. In addition, respondents indicated their general image of the targeted company as a place to work. We were able to identify dimensions that both discriminated between companies and predicted general image, and graphically benchmarked one company against other companies on image dimensions.

Presentations

• MacGowan, R. L., Ganster, M., & Slaughter, J. E. (2021, August). How COVID-induced job search anxiety affects new labor market entrants' job search and well-being. Annual conference of the Academy of ManagementAcademy of Management.
• Belinda, C., Christian, M., Welsh, D., Long, E., & Slaughter, J. E. (2020, August). An integrative self-control framework for unethical behavior: Exploring the roles of sleep, mindfulness, and moral identity.. Annual Meeting of the Academy of Management.
• Evans, J. B., Slaughter, J. E., Ellis, A. P., & Rivin, J. (2019, April). Gender and the evaluation of humor at work.. Society for Industrial and Organizational Psychology. Washington, DC.
• Slaughter, J. E., & Evans, J. B. (2018, April). Validation of an active-passive scale of counterproductive work behavior. Society for Industrial and Organizational Psychology. Chicago, IL: Society for Industrial and Organizational Psychology.
• Chawla, N., Gabriel Rossetti, A. S., da Motta Veiga, S., & Slaughter, J. E. (2017, August). When No News is Not Good News: The Importance of Feedback During the Job Search Process. Annual Conference of the Academy of Management.
• Kausel, E. E., Culbertson, S. S., Leiva, P. I., Jackson, A. T., & Slaughter, J. E. (2016, Spring). Why narcissists dismiss advice: A test of two mechanisms. Annual Conference of Society for Industrial and Organizational Psychology. Anaheim, CA.
• Cooke, E. D., Christian, M. S., Welsh, D. T., & Slaughter, J. E. (2015, August). Sleep deprivation and unethical behavior: Examining the role of moral disengagement and moral awareness.. Annual Conference of the Academy of Management. Vancouver, BC.
• Cooper, D. A., Slaughter, J. E., & Gilliland, S. W. (2015, August). Integrity testing and workers' compensation: Accounting for job tenure and time at work.. Annual Conference of the Academy of Management. Vancouver, BC.
• Slaughter, J. E., & Anderson, J. S. (2015, April). Expanding current measures of deviance to include passive counterproductive work behavior.. Annual Conference of the Society for Industrial and Organizational Psychology. Philadelphia, PA.
• Cooper, D. A., Slaughter, J. E., & Gilliland, S. W. (2014, August). Good apples in good barrels: Ethical code enforcement, conscientiousness, and unethical behavior. Annual conference of the Academy of Management. Philadelphia, PA.
• Cooper, D. A., Slaughter, J. E., & Gilliland, S. W. (2014, May). Reducing workers’ compensation costs: The influence of implementing integrity testing. Annual Conference of the Society for Industrial and Organizational Psychology. Honolulu, Hawaii: Society for Industrial and Organizational Psychology.
• Podsakoff, N. P., Slaughter, J. E., & Koput, K. W. (2014, August). The cost of conscientiousness: The personal costs of dependability and achievement striving in social contexts.. Annual conference of the Academy of Management. Philadelphia, PA.
• Kausel, E. E., Culbertson, S. S., Leiva, P. I., & Slaughter, J. E. (2013, April). Infatuated by their own reflection: Why narcissists won't listen. Annual Conference of the Society for Industrial and Organizational Psychology. Houston, TX.
• Slaughter, J. E., & Anderson, J. S. (2013, Summer). Understanding the separate bases of of passive versus active counterproductive work behavior. Academy of Management Annual Meeting. Orlando, FL: Academy of Management.
• Kausel, E. E., Slaughter, J. E., Feldman, J., Evans, J. M., & Stein, J. (2012, April). How the 2008 U.S. presidential election increased post-preferential selection task performance for minorities and White women. Annual SIOP Conference. San Diego, CA: Society for Industrial and Organizational Psychology.
• Slaughter, J. E., & Slaughter, J. E. (2012, April). The judgment and decision making perspective on core industrial/organizational psychology topics. SIOP. San Diego, CA: SIOP.
• Slaughter, J. E., Cable, D. M., & Turbam, D. B. (2012, April). Antecedents and consequences of belief confidence in recruitment. Annual Conference of the Society for Industrial and Organizational Psychology. San Diego, CA: SIOP.