Abstract
This paper presents a study with four independent samples on the validity of cognitive reflection (CR) for predicting job performance and academic outcomes. The results showed that CR was a valid predictor of academic outcomes (i.e., grades and exam marks) and job performance (i.e., assessment center ratings). The magnitude of the CR validity was similar to the validity of GMA. Moreover, we found that CR and GMA were moderately correlated, and multiple regression analyses showed that CR added a small amount of validity over GMA validity for predicting both types of performance. Finally, we discuss the implications of the findings for the theory and practice of predicting performance and organizational sustainability.
Highlights
Sustainability refers to concerns with the effects of human practices on the physical environment and how to conserve and recycle natural resources in an efficient way but, recently, the impact of organizations on the physical environment has been a focus of interest, and some organizations are called “green” organizations to reflect the extent of their effective management of organizational and individual environmental-related behaviors [1,2,3,4]
The second set is a series of quantitative syntheses conducted to establish the best estimate of the relationship between general mental ability (GMA) and cognitive reflection (CR), GMA and the academic performance measures, and CR and the academic performance measures
The third set was two multiple regression (MR) analyses conducted to estimate the joint capacity of GMA and CR for predicting job and academic performance, and to determine the degree of incremental validity of CR over GMA for predicting these two dependent variables
Summary
Sustainability refers to concerns with the effects of human practices on the physical environment and how to conserve and recycle natural resources in an efficient way but, recently, the impact of organizations on the physical environment has been a focus of interest, and some organizations are called “green” organizations to reflect the extent of their effective management of organizational and individual environmental-related behaviors [1,2,3,4]. As Pfeffer [5] pointed out, we should be concerned with the organizational effects on the social environment, because organizations and their managerial practices have profound impacts on human beings and social environments. To this purpose, Pfeffer [5] coined the term organizational sustainability (OS) to refer to how organizational activities and human management practices affect employee health, well-being, and performance sustainably. OS and SE are two critical factors in the capacity of organizations to implement structures, processes, and dynamics that can ensure their development, progress, continuity, and endurance, as well as their capacity to renew and recycle; i.e., to be sustainable
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