The present study made a distinction between latent self (personality traits) and manifest self (surface behaviors) in a single interpersonal situation. The major focus was on the psychological process where a person, in interacting with his or her interaction partner, transforms his or her latent mode of self into its manifest mode. The unit of inquiry consisted of dyadic social relationship between supervisors and subordinates. The results showed that those subordinates who are sensitive to social appropriateness (high self-monitors), interact with highly authoritarian supervisors (strong situations), and perceive positive incentives for having or continuing to maintain good interpersonal relations with their supervisors (high expectancy), modified their latent traits to fit the social situations as defined by their supervisors. The strengths and weaknesses of the study and future research directions are discussed.
The majority of research on intrinsic motivation has examined the impact of environmental factors that aroused people's needs for competence and self-determination and their influence on behavior. Relatively less attention, however, has been paid to the identification of psychological individual differences in intrinsic motivation. The present study tested a model in which a personality-based view of intrinsic motivation is prominent. Specifically, we investigated whether two of the Big-5 personality dimensions, conscientiousness and openness to experience, would affect intrinsic motivation. The results indicated that those two personality traits could be significant predictors of intrinsic motivation with the effects of taskrelated motivators (e.g., ability utilization, achievement, task variety, etc.) controlled for. The meaning of the findings and directions for future research are discussed.
Based on data from a large-scale manufacturing company in Japan, this study quantitatively analyzed the relationship between the recruitment process for prospective graduates and attitude formation of those who have been appointed to work but have not yet commenced the employment. Consistent with my hypothesis, the results suggest that appropriate management of recruitment and selection processes lead to favorable reactions from new appointees to the company. Specifically, it was found that favorable impressions of the company's briefing session for potential applicants and of interviewers' behavior and attitude in job interviews had a positive effect on the appointees' views. It was also found that it is useful for interviewers to provide applicants with sufficient information about the company and examine the applicants' aptitude for the company during their communication.