Document Type

Article

Original Publication Date

2016

Journal/Book/Conference Title

Personnel Psychology

Volume

69

Issue

3

First Page

709

Last Page

750

DOI of Original Publication

10.1111/peps.12111

Comments

Originally published at http://doi.org/10.1111/peps.12111.

Date of Submission

January 2017

Abstract

We assessed presumed consequences of hypothesizing after results are known (HARKing) by contrasting hypothesized versus nonhypothesized effect sizes among 10 common relations in organizational behavior, human resource management, and industrial and organizational psychology research. In Study 1, we analyzed 247 correlations representing 9 relations with individual performance in 136 articles published in Journal of Applied Psychology and Personnel Psychology and provide evidence that correlations are significantly larger when hypothesized compared to nonhypothesized. In Study 2, we analyzed 281 effect sizes from a meta-analysis on the job satisfaction-job performance relation and provide evidence that correlations are significantly larger when hypothesized compared to nonhypothesized. In addition, in Study 2, we documented that hypothesized variable pairs are more likely to be mentioned in article titles or abstracts. We also ruled out 13 alternative explanations to the presumed HARKing effect pertaining to methodological (e.g., unreliability, publication year, research setting, research design, measure contextualization, publication source) and substantive (e.g., predictor-performance pair, performance measure, satisfaction measure, occupation, job/task complexity) issues. Our results suggest that HARKing seems to pose a threat to research results, substantive conclusions, and practical applications. We offer recommended solutions to the HARKing threat.

Rights

© 2015 Wiley Periodicals, Inc.

Is Part Of

VCU Dept. of Management Publications

Included in

Business Commons

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