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(Mis)Steps for Attracting High Resilience Workers

Published online by Cambridge University Press:  04 July 2016

Kevin J. Eschleman  and
Chris W. Wright
Kevin J. Eschleman*
Affiliation:
Psychology Department, San Francisco State University
Chris W. Wright
Affiliation:
Psychology Department, San Francisco State University
*
Correspondence concerning this article should be addressed to Kevin J. Eschleman, Psychology Department, San Francisco State University, 1600 Holloway Avenue, San Francisco, CA 94132. E-mail: kesch@sfsu.edu
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Extract

Organizations are becoming increasingly likely to incorporate measures of trait resilience into their selection batteries despite the challenges and validity questions described by Britt, Shen, Sinclair, Grossman, and Klieger (2016). Organizations can overcome some of the challenges of selecting high resilience workers by improving attraction and recruitment methods. In the following commentary, we describe common organization efforts to attract high resilience workers for occupations with risk of psychological trauma. We integrate research on organizational attraction and trait resilience to predict which of these approaches are likely to have the desired (attract high resilient workers) or undesired (attract low resilient workers) effect.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 9 , Issue 2 , June 2016 , pp. 429 - 435
Copyright
Copyright © Society for Industrial and Organizational Psychology 2016 

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