Citation
(2014), "2013 Awards for Excellence", Journal of Managerial Psychology, Vol. 29 No. 1. https://doi.org/10.1108/JMP-01-2014-001
Publisher
:Emerald Group Publishing Limited
2013 Awards for Excellence
Article Type: 2013 Awards for Excellence From: Journal of Managerial Psychology, Volume 29, Issue 1
The following article was selected for this year's Outstanding Paper Award for Journal of Managerial Psychology
"The effect of Hispanic accents on employment decisions"
Megumi Hosoda
Department of Psychology, San Jose´ State University, San Jose´ , California, USA
Lam T. Nguyen
Department of Psychology, San Jose´ State University, San Jose´ , California, USA
Eugene F. Stone-Romero
Department of Management, University of Texas at San Antonio, San Antonio, Texas, USA
Purpose – Despite the fact that Hispanics are the largest and fastest growing segment of the population and that 44 percent of Hispanics of 18 years of age and older speak English less than very well, research examining the impact of Spanish-accented English on employment-related decisions has been scarce. Therefore, the present study aimed to examine the effects of the accent (standard American English and Mexican Spanish) of a hypothetical job applicant on employmentrelated judgments and hiring decisions.
Design/methodology/approach – Participants made employment-related decisions (i.e. job suitability ratings, likelihood of a promotion, and hiring decision) and judgments of personal attributes (i.e. perceived competence and warmth) of a hypothetical applicant for an entry-level software engineering job. The accent of the applicant was manipulated using the matched-guise technique.
Findings – Results showed that compared to an applicant with a standard American-English accent, one with a Mexican-Spanish accent was at a disadvantage when applying for the software engineering job. The Mexican-Spanish-accented applicant was rated as less suitable for the job and viewed as less likely to be promoted to a managerial position. In addition, fewer participants decided to hire the Mexican-Spanish-accented applicant than the standard American English-accented applicant.
Practical implications – Given the negative evaluations of the Mexican-Spanish-accented applicant, recruiters and interviewers should be selected who do not view foreign accents negatively. Furthermore, organizations should make a conscious effort to regard foreign accents as assets to their businesses.
Originality/value – This research contributes to our understanding of how foreign accents influence decisions that have important economic consequences for individuals.
This article originally appeared in Volume 27 Number 4, 2012, pp. 347-364,
The following articles were selected for this year’s Highly Commended Award
‘‘Testing multidimensional models of person-group fit’’
Jee Young Seong, Amy L. Kristof-Brown
This article originally appeared in Volume 27 Number 6, 2012, Journal of Managerial Psychology
‘‘Moderation of selection procedure validity by employee race’’
Donald G. Gardner, Diana L. Deadrick
This article originally appeared in Volume 27 Number 4, 2012, Journal of Managerial Psychology
‘‘An examination of traditional versus non-traditional benefits’’
Lori A. Muse, Lori L. Wadsworth
This article originally appeared in Volume 27 Number 2, 2012, Journal of Managerial Psychology