The job applicant reactions towards Patterned Behavior Description Interview (PBDI) and Mixed Situational and Patterned Behavior Description Interview (Mixed SPBDI)

Background: When applying for a job, applicant reactions are defined as the amount to which the applicants of the job regard the process of selection as impartial or unbiased. The questions for the structured interview can be future-oriented (Situational Interview) or past-oriented (Patterned Behaviour Description Interview). Past research on using SI or PBDI in selection process and their effects on applicant reactions showed that applicant reactions are highest towards PBDI. Methods: The aim of this study was to investigate the effect of combining PBDI and SI (mixed SPBDI) as interview questions, and to differentiate its effect with PBDI. This study involved 46 lecturers from the International Islamic University Malaysia (IIUM). This study used (a) mixed SPBDI, and PBDI as interview questions, and (b) Applicant Reaction Questionnaires which was based on the Organizational Justice theory. The interview was conducted in a transcript form. After the participants answered the interview transcripts, they answered the applicant reactions questionnaires. The data was then analysed and presented. Results: The results showed a significant difference between mixed SPBDI and PBDI, with the PBDI’s mean (M = 13.61; SD = 1.57) is significantly higher than the mixed SPBDI’s mean (M = 10.89; SD 1.91), t (46) = 7.22; p < 0.01. Specifically, applicants reacted more positively to PBDI interview content compared to the mixed SPBDI. Conclusion: This research had few limitations such as the interview being conducted in the form of transcript and not verbally as in real workplace context. It is also limited to studying the reactions in terms of only perceived fairness and no other elements such as organizational effectiveness or the decision making of the applicants. Nevertheless, this study has contributed to the theoretical and research development in applicant reactions, and to the practical application for organizations in Malaysia.

Leadership behavior of deans as a determinant of faculty job satisfaction and job commitment

Background: Faculty job satisfaction and commitment contribute to the success of academic programs of a college. The main purpose of the study was to determine the relationship of leadership behavior of the deans of nursing colleges to the job satisfaction and job commitment of the faculty members.Methods: The study used a descriptive correlational design. Twenty deans and 100 faculty members from 20 nursing colleges in the National Capital Region, Philippines participated. Survey instruments used were the (1) modified Leader Behavior Description Questionnaire, (2) modified Minnesota Job Satisfaction Questionnaire, and (3) Job Commitment Questionnaire. Leadership behavior was measured based on the “initiating structure” and “consideration” dimensions.Results: Deans of nursing schools viewed their leadership behavior as “highly initiating” (M = 44.0, SD = 5.61) and “very highly considerate” (M = 50.1, SD = 4.99). Assessment of faculty members revealed congruent findings for the leadership dimensions of initiating structure (M = 46.6, SD = 3.83) and consideration (M = 49.9, SD = 2.66). Faculty members were generally “satisfied” (M = 4.20, SD = .25) and “committed” (M = 4.00, SD = .23) to their teaching job. Among the recently established colleges, the “initiating structure” dimension was highly positively correlated with job commitment of faculty members, r = .82, p < .05. There were no statistically significant relationships between the school classification, and the job satisfaction and job commitment of nursing faculty members.Conclusions: Measures must be instituted to improve the “initiating structure” behavior of deans of recently established nursing schools to increase job commitment of faculty members. Other factors associated with job satisfaction and job commitment should be explored.

Consumer Behavior: Description of E-Banking Post-Usage

Digitization in banking to the cashless society by providing as non-cash transactions. In other hand a result of survey showing the low penetration of internet usage for online money transfer as wrong banking services. This article, has a purpose describe post-usage behavior. The author uses a descriptive design to solve the problem of low penetration of internet users for online money transfers. Today, e-banking services are considered as one of the factors that the customer expressed loyal to the banking services.

“Artificial sociality”: with regard to the discussions

Growing importance of modern technologies, artificial intelligence and Internet network have a significant impact on modern social practices. As a result of all those changes, emerging artificial sociality attracts growing attention both in foreign and Russian sociology. Actor-network theory, in which an idea of modern world hybridity has been formulated, is one of the possible theoretical and methodological approaches to study artificial sociality. The article covers modern discussions surrounding the «artificial sociality» concept, as well as empirical aspects of this phenomenon research. The article offers a review of some new methodological approaches which are exploited by foreign sociologists in the context of rapidly growing digitalization, but are not currently used in Russian sociology. That is research of activity of social networks users and, in particular, visual cross-platform analysis; study of human behavior with the help of mobile devices and, in particular, study of mobile apps users’ behavior. Description of these methodological approaches represents scientific novelty of this article. Development of new research methods demonstrates the tendency of sociology development towards increasingly pronounced role of multidisciplinary research and increasingly close collaboration with modern computer technologies.

Enhancing Personality Assessment in the Selection Context: A Study Protocol on Alternative Measures and an Extended Bandwidth of Criteria

Personality traits describe dispositions influencing individuals' behavior and performance at work. However, in the context of personnel selection, the use of personality measures has continuously been questioned. To date, research in selection settings has focused uniquely on predicting task performance, missing the opportunity to exploit the potential of personality traits to predict non-task performance. Further, personality is often measured with self-report inventories, which are susceptible to self-distortion. Addressing these gaps, the planned study seeks to design new personality measures to be used in the selection context to predict a wide range of performance criteria. Specifically, we will develop a situational judgment test and a behavior description interview, both assessing Big Five personality traits and Honesty-Humility to systematically compare these new measures with traditional self-report inventories regarding their criterion-related validity to predict four performance criteria: task performance, adaptive performance, organizational citizenship behavior, and counterproductive work behavior. Data will be collected in a simulated selection procedure. Based on power analyses, we aim for 200 employed study participants, who will allow us to contact their supervisors to gather criterion data. The results of this study will shed light on the suitability of different personality measures (i.e., situational judgment tests and behavior description interviews) to predict an expanded range of performance criteria.

Why an Android App Is Classified as Malware

Machine learning–(ML) based approach is considered as one of the most promising techniques for Android malware detection and has achieved high accuracy by leveraging commonly used features. In practice, most of the ML classifications only provide a binary label to mobile users and app security analysts. However, stakeholders are more interested in the reason why apps are classified as malicious in both academia and industry. This belongs to the research area of interpretable ML but in a specific research domain (i.e., mobile malware detection). Although several interpretable ML methods have been exhibited to explain the final classification results in many cutting-edge Artificial Intelligent–based research fields, until now, there is no study interpreting why an app is classified as malware or unveiling the domain-specific challenges. In this article, to fill this gap, we propose a novel and interpretable ML-based approach (named XMal ) to classify malware with high accuracy and explain the classification result meanwhile. (1) The first classification phase of XMal hinges multi-layer perceptron and attention mechanism and also pinpoints the key features most related to the classification result. (2) The second interpreting phase aims at automatically producing neural language descriptions to interpret the core malicious behaviors within apps. We evaluate the behavior description results by leveraging a human study and an in-depth quantitative analysis. Moreover, we further compare XMal with the existing interpretable ML-based methods (i.e., Drebin and LIME) to demonstrate the effectiveness of XMal . We find that XMal is able to reveal the malicious behaviors more accurately. Additionally, our experiments show that XMal can also interpret the reason why some samples are misclassified by ML classifiers. Our study peeks into the interpretable ML through the research of Android malware detection and analysis.

Perceived Leadership Behaviors among Multigenerational Managers

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

Using the Planned Behavior Theory to Understand Backpackers 'Intentions to Take Low-cost Airlines

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Planned behavior theory , Low-cost airlines, Self-help travel