bluuebunny/crossref_metadata_2025 huggingface dataset:
A SIMPLE AND RELIABLE METHOD OF SCORING THE THURSTONE ATTITUDE SCALES
Authors: LIKERT RENSIS , ROSLOW SYDNEY , MURPHY GARDNER
Published: December 2006

A simple method of scoring the Thurstone Attitude Scales is presented, which does not involve the use of a judging group and yet is found in several samples to be consistently more reliable than the original method of scoring. The scores obtained by the two methods correlate highly (median r= .88), indicating that they are measuring essentially the same thing.
RAINFOREST EMPIRICISM AND QUASI‘‐RATIONALITY: TWO APPROACHES TO OBJECTIVE BIODATA
Authors: MAEL FRED A. , HIRSCH AMY C.
Published: December 2006

Two approaches to objective biodata, designed to achieve the interpretability and stability of rational approaches, yet minimize socially desirable responding, were explored. The first was a quasi‐rational attempt to derive biodata analogs to an existing temperament measure, and then use them as rational scales. The second was a theory‐based variant of criterion‐referenced keying, termed rainforest empiricism. Both were utilized with two consecutive classes of U.S. Military Academy cadets (n= 2,565) to predict leadership performance over four rating periods. The biodata analogs to the temperament measure added incremental validity over the Academy's current admissions package and had significantly smaller correlations with a social desirability scale than their equivalent temperament scales. Scales developed with the rainforest approach had higher incremental validities and lower social desirability. Both methods demonstrated satisfactory stability upon cross‐validation, and provided complementary interpretability. Advantages to each approach, and the implications for their use, are discussed.
EFFECTS OF PREVIOUS JOB EXPOSURE AND SUBSEQUENT JOB STATUS ON THE FUNCTIONING OF A REALISTIC JOB PREVIEW
Authors: MEGLINO BRUCE M. , DENISI ANGELO S. , RAVLIN ELIZABETH C.
Published: December 2006

In a longitudinal field experiment, applicants for a correctional officer position were randomly assigned to two groups. One group was exposed to a videotaped realistic job preview designed to lower expectations, the second group was not exposed to the preview. Participants also completed attitudinal and descriptive survey measures at three points in time. Among the qualified applicants who were offered employment (n = 1,117), 358 accepted positions as correctional officers. The preview resulted in a lower rate of job acceptance among applicants with previous exposure to the job and a higher rate of acceptance among applicants with no previous job exposure (p<.05). Among officers with previous job exposure who saw the preview, retention was significantly lower (p>.05) during a probationary employment period, and significantly higher (p<.05) after the probationary period. Results of the survey measures suggested that persons may have interpreted the realistic information differently depending upon their prior exposure to the job.
RELATIONS BETWEEN WORK GROUP CHARACTERISTICS AND EFFECTIVENESS: IMPLICATIONS FOR DESIGNING EFFECTIVE WORK GROUPS
Authors: CAMPION MICHAEL A. , MEDSKER GINA J. , HIGGS A. CATHERINE
Published: December 2006

Five common themes were derived from the literature on effective work groups, and then characteristics representing the themes were related to effectivness criteria. Themes included job design, interdependence, composition, context, and process. They contained 19 group characteristics which were assessed by employees and managers. Effectiveness criteria included productivity, employee satisfaction, and manager judgments. Data were collected from 391 employees, 70 managers, and archival records for 80 work groups in a financial organization. Results showed that all three effectiveness criteria were predicted by the characteristics, and nearly all characteristics predicted some of the effectiveness criteria. The job design and process themes were slightly more predictive than the interdependence, composition, and context themes. Implications for designing effective work groups were discussed, and a 54‐item measure of the 19 characteristics was presented for future research.
THE EFFECTS OF APPLICANTs' REACTIONS TO COGNITIVE ABILITY TESTS AND AN ASSESSMENT CENTER
Authors: MACAN THERESE HOFF , AVEDON MARCIA J. , PAESE MATTHEW , SMITH DAVID E.
Published: December 2006

Manufacturing applicants' perceptions of two selection devices were examined. In Study 1, applicants (n= 3,984) completed cognitive ability tests and a survey of reactions. In Study 2, a subset of applicants from Study 1 (n= 194) participated in an assessment center and completed the survey. Applicants reacted favorably to the procedures but viewed the assessment center as more face valid than the cognitive tests. Applicants who perceived the selection techniques more favorably were also more satisfied with the selection process, the job, and the organization. Although applicants' perceptions of the procedures were related to job acceptance intentions, applicants' liking of the job and organization explained the largest unique variance. In future studies, applicants' job acceptance intentions and attitudes toward the job and organization should be assessed before and after administration of selection devices; not controlling for prior impressions resulted in overestimation of the contribution of applicants' perceptions of selection procedures.
JOB SEARCH ACTIVITIES: AN EXAMINATION OF CHANGES OVER TIME
Authors: BARBER ALISON E. , DALY CHRISTINA L. , GIANNANTONIO CRISTINA M. , PHILLIPS JEAN M.
Published: December 2006

Existing job search research has been criticized for ignoring the dynamic nature of search. This study examined three models of changes in search behavior over time: sequential, learned change, and emotional response. Data on search behaviors were collected from a sample of 186 college and vocational‐technical school graduates early in their search, at graduation, and again 3 months following graduation for individuals who remained unemployed. Job searchers decreased the intensity of their search, increased their use of informal sources, and reduced their emphasis on information related to the availability of jobs between early search and graduation. These changes were reversed following graduation. This pattern is most consistent with the sequential model, which suggests that individuals first search broadly to develop a pool of potential jobs, then examine jobs within that pool in detail, reopening the search only if the initial pool does not lead to an acceptable job offer.
TWO‐STAGE SEQUENTIAL SELECTION PROCEDURES USING ABILITY AND TRAINING PERFORMANCE: INCREMENTAL VALIDITY OF BEHAVIORAL CONSISTENCY MEASURES
Authors: HANISCH KATHY A. , HULIN CHARLES L.
Published: December 2006

A behavioral consistency model was used to evaluate the predictive validity of ability and training performance measures as components in a two‐stage pre‐reject sequential selection procedure. Participants were 91 college students who completed ability tests and training relevant to an air intercept and traffic control operator task. A simulation study was conducted so that two groups could be examined: a high ability group, analogous to a screened hired employee group in an organization; and a quasi‐random ability group, analogous to an applicant pool as a validation sample. The incremental validity of training performance was practically and statistically significant in the prediction of component and overall task performance after including ability as a predictor in both groups. Adding ability to the prediction of task performance after training performance had been used as a predictor had no practical effects in either sample. The validity and likely utility of using sequential procedures to select employees as well as implications of behavioral consistency measures for privacy and discrimination in employee testing are discussed. Future research directions using different types of training and employee samples are also described.
USING THE UNMATCHED COUNT TECHNIQUE (UCT) TO ESTIMATE BASE RATES FOR SENSITIVE BEHAVIOR
Authors: DALTON DAN R. , WIMBUSH JAMES C. , DAILY CATHERINE M.
Published: December 2006

Many areas of personnel research are “sensitive.” We provide an empirical assessment of the unmatched count technique (UCT) to determine the base rate for a number of proscribed behaviors for professional auctioneers. To our knowledge, this is the first empirical application of a UCT technique in organizational studies. Advantages of the UCT are discussed including: (a) a more accurate estimate of the base rates for sensitive behavior, (b) absolute anonymity to subjects, (c) “legal immunity” to the researcher, and (d) facilitation of complete disclosure to subjects with no deception.
THREE‐ALTERNATIVE MULTIPLE CHOICE TESTS: AN ATTRACTIVE OPTION
Authors: SIDICK JOHN T. , BARRETT GERALD V. , DOVERSPIKE DENNIS
Published: December 2006

Traditionally, multiple choice tests have included four or five alternatives. Data from public sector employment tests are presented that indicate that tests composed of multiple choice items containing three alternatives have psychometric properties similar to those offered by tests composed of items containing five alternatives. Given the similarity of the psychometric properties and the likely reductions in cost of development and administration time, three‐alternative multiple choice items may be preferable to five‐alternative multiple choice items for some testing purposes.
PERFORMANCE FEEDBACK EFFECTS IN TRAINING: THE ROLE OF PERCEIVED CONTROLLABILITY
Authors: MARTOCCHIO JOSEPH J. , DULEBOHN JAMES
Published: December 2006

A field experiment with 86 employees tested whether performance feedback that attributes past performance to factors within trainees' control would result in heightened software efficacy, goal commitment, positive mood, and learning, compared to feedback that attributes past performance to factors outside trainees' control. In addition, we assessed whether the use of feedback would produce a Galatea effect, or gain in trainees' performance that is the result of a boost in their self‐efficacy. The results show that trainees who received feedback that attributed their performance to factors within their control had higher software efficacy. Software efficacy was positively related to learning (both declarative knowledge and compilation). Contrary to our expectations, feedback did not influence goal commitment or positive mood. Further, a statistically significant Galatea effect was not obtained; however, feedback that attributes performance to factors outside trainees' control was related to a decrease in software efficacy.
RACE AS A FACTOR IN JOB PLACEMENT: SERENDIPITOUS FINDINGS OF “ETHNIC DRIFT”
Authors: LEFKOWITZ JOEL
Published: December 2006

In the course of analyzing data from a criterion‐related test validation study, an unexpected pattern of initial job placement was noticed. There was a statistically significant tendency in this large commercial bank to assign new employees to supervisors of the same ethnic group; and among those who were subsequently reassigned within 5 months, the level of such identity‐based homophily increased significantly further. Four alternative nonracial hypotheses that might have explained the pattern of reassignments were investigated and rejected. At present, no explanations are available of the processes underlying the pattern of intra‐organizational “ethnic drift.” Implications are noted for the study of cultural diversity and subgroup differences in organizations, and for the investigation of criterion relevance and test bias in validation studies.
MISSING DATA: A CONCEPTUAL REVIEW FOR APPLIED PSYCHOLOGISTS
Authors: ROTH PHILIP L.
Published: December 2006

There has been conspicuously little research concerning missing data problems in the applied psychology literature. Fortunately, other fields have begun to investigate this issue. These include survey research, marketing, statistics, economics, and biometrics. A review of this literature suggests several trends for applied psychologists. For example, listwise deletion of data is often the least accurate technique to deal with missing data. Other methods for estimating missing data scores may be more accurate and preserve more data for investigators to analyze. Further, the literature reveals that the amount of missing data and the reasons for deletion of data impact how investigators should handle the problem. Finally, there is a great need for more investigation of strategies for dealing with missing data, especially when data are missing in nonrandom or systematic patterns.
EFFECTS OF MULTIPLE ADMINISTRATIONS OF THE MMPI FOR EMPLOYEE SCREENING
Authors: KELLEY PATRICIA L. , JACOBS RICK R. , FARR JAMES L.
Published: December 2006

Psychological screening has become commonplace in a number of occupational groups. With the growing popularity of screening and the relative scarcity of appropriate personality measures, re‐screening individuals with the same inventory is frequent. This paper examines the effect of re‐screening with the Minnesota Multiphasic Personality Inventory (MMPI) on contract workers (n = 1,997) from the nuclear power industry. Participants completed the Inventory as a part of a routine screening procedure. Each participant provided several profiles as a result of regular employment cycles. Although the differences are generally small, some scales show large enough mean changes to warrant concern when interpreting the profiles of those who have taken the profile multiple times. Although scale reliabilities tend to increase, the usefulness of the Inventory appears to decrease with an increasing number of administrations. The effect is one of increasing normality of test profiles. One interpretation of the results is that candidates for jobs become “test‐wise,” and the scores are the result of a combination of responses to the repeated assessment. It becomes increasingly difficult to identify unfit employees with the Inventory. Given these results, further research on retesting effects of the Inventov, as well as other personality measures, is indicated.
THE VALIDITY OF A MEASURE OF JOB COMPATIBILITY IN THE PREDICTION OF JOB PERFORMANCE AND TURNOVER OF MOTION PICTURE THEATER PERSONNEL
Authors: VILLANOVA PETER , BERNARDIN H. JOHN , JOHNSON DENNIS L. , DAHMUS SUE A.
Published: December 2006

The predictive validity of a measure of job compatibility was studied for theater personnel. Scores on a forced‐choice instrument, developed from the Job Compatibility Questionnaire (JCQ), predicted employee performance (r = .22, p< .05), turnover (r = ‐.35, p< .01), and scores on a “value composite” (reflecting a combination of job performance and employee retention criteria) as defined by the research sponsor (P = .41, p< .01). Furthermore, job compatibility scores explained a statistically significant increment in turnover and value composite score variance when analyzed concomitantly with verbal and numerical ability test scores. Finally, job compatibility scores were shown to be nonredundant with hiring decisions based on an application review, reference check, and interview, whereas the cognitive ability test scores shared considerable redundancy with hiring decisions based on the current selection system.
META‐ANALYSIS OF PERSONALITY‐JOB PERFORMANCE RELATIONS: A REPLY TO ONES, MOUNT, BARRICK, AND HUNTER (1994)
Authors: TETT ROBERT R , JACKSON DOUGLAS N. , ROTHSTEIN MITCHELL , REDDON JOHN R.
Published: December 2006

Tett, Jackson, and Rothstein's (1991) meta‐analysis identified higher average correlations for personality in predicting job proficiency than did Barrick and Mount's (1991). Ones et al. suggest that discrepancies between the two studies involving the Big Five personality dimensions are due to certain procedural differences. In this reply, we show that their arguments do not adequately explain the noted discrepancies. We also show that, because personality traits correlate significantly with job performance both positively and negatively beyond chance levels, use of absolute values, contrary to Ones et al., is important in meta‐analyses involving personality. Addressing all of Ones et al.3 statistical concerns, re‐analysis of Tett et al.k main data set results in slightly lower mean validities (e.g., .24 vs.29 for fully corrected values based on confirmatory estimates), and renders non‐significant the job analysis/no job analysis distinction found to be significant in the original study. Tett et al.'s main conclusions, however, remain unchanged. We suggest that Barrick and Mount's lower mean validities may be due to their averaging signed correlations, pooling exploratory and confirmatory findings, and to the use of different inclusion criteria for selecting source studies.
MODELING THE EFFECTS OF BANDING IN PERSONNEL SELECTION
Authors: MURPHY KEVIN R. , OSTEN KEVIN , MYORS BRETT
Published: December 2006

Selection outcomes under banding are affected by characteristics of the selection system and the applicant pool. This study examined the effects of eight parameters on the proportions hired from higher‐ and lower‐scoring groups: (a) selection ratio; (b) reliability; (b) fixed vs. sliding bands; (d) top‐down vs. random within‐band selection; (e) preferential vs. nonpreferential selection; (f) mean differences; (g) standard deviation differences; and (h) proportion of applicants from the lower‐scoring group. Simulation results were analyzed in a fully‐crossed eight‐way ANOVA. Higher‐order interactions among selection system and applicant pool characteristics had virtually no effect on selection outcomes; the proportion of the applicant pool from the lower‐scoring group accounted for nearly half the variance in out‐comes. Other important effects are, in order, the effects of standard deviation differences, mean differences, preferential hiring, and the selection ratio. Applicant pool characteristics have considerably more influence on selection outcomes than do selection system characteristics.
EXPERIENCE‐BASED AND SITUATIONAL INTERVIEW QUESTIONS: STUDIES OF VALIDITY
Authors: PULAKOS ELAINE D. , SCHMITT NEAL
Published: December 2006

This research compared the validity of two different types of structured interview questions (i.e., experience‐based and situational) under tightly controlled conditions. The experience‐based interview questions required that 108 study participants relate how they had handled situations in the past requiring skills and abilities necessary for effective performance on the job. Situational questions, administered to another group of 108 study participants, provided interviewees with hypothetical job‐relevant situations and asked them how they would respond if they were confronted with these problems. The experience‐based interview questions yielded higher levels of validity than the situational questions. Additional analyses showed that the interview added incrementally to the prediction of performance beyond the variance accounted for by a cognitive ability test. There were small differences in subgroup performance (White, Black, Hispanic, male, and female) on the experience‐based interview, though it was equally valid for all subgroups.
LOYAL FROM DAY ONE: BIODATA, ORGANIZATIONAL IDENTIFICATION, AND TURNOVER AMONG NEWCOMERS
Authors: MAEL FRED A. , ASHFORTH BLAKE E.
Published: December 2006

This paper attempts to use biodata to uncover behavioral and experiential antecedents of organizational identification (OID), and to demonstrate one way in which theory can be used in the development and analysis of objective biodata. The biodata correlates of organizational identification were assessed with a sample of 2,535 new U.S. Army recruits. Four biodata factors emerged: activities involving outdoor work or pastimes; a dependable, non‐delinquent, lifestyle reflecting socialization to institutional expectations; a general preference for group attachments; and diligent involvement in intellectual pastimes. Results with a subset of 1,082 recruits revealed that both OID and the biodata antecedents predicted subsequent attrition across 6 time periods spanning 6 to 24 months. Results also revealed relatively high OID among the recruits.
EVALUATING DEVELOPMENTAL ASSESSMENT CENTERS AS INTERVENTIONS
Authors: JONES ROBERT G. , WHITMORE MARK D.
Published: December 2006

This study addresses the question of whether developmental assessment centers are effective interventions. Career outcomes of assessment center participants (n= 151) were evaluated with respect to center ratings, developmental activity, and acceptance of feedback. Although comparison between a subgroup of assessees (n= 113) and a naturally occurring control group of non‐assessees (n= 167) showed no differences in terms of career advancement, findings within the assessee sample did show that developmental activity related to advancement. Findings also showed that assessors' ratings of career motivation, rather than ratings of knowledge or skill (KS) dimensions, predicted both developmental activity and career advancement.
ON THE INTERCHANGEABILITY OF OBJECTIVE AND SUBJECTIVE MEASURES OF EMPLOYEE PERFORMANCE: A META‐ANALYSIS
Authors: BOMMER WILLIAM H. , JOHNSON JONATHAN L. , RICH GREGORY A. , PODSAKOFF PHILIP M. , MACKENZIE SCOTT B.
Published: December 2006

A meta‐analysis of studies containing both objective and subjective ratings of employee performance resulted in a corrected mean correlation of .389. This value, although significantly greater than zero, indicates that objective and subjective performance measures should not be used interchangeably. Moreover, in no moderator subgroup examined did the correlation suggest convergent validity. After discussing issues related to resolving the previous anomalies of primary and meta‐analytic results, a secondary analysis suggested that objective and subjective measures of the same construct at the same level may be used inter‐changeably. The secondary analysis, however, was based on a very limited sample. Future research should address the appropriate dimensionality of employee performance.
GENERALIZATION OF EMPLOYEE INVOLVEMENT TRAINING TO THE JOB SETTING: INDIVIDUAL AND SITUATIONAL EFFECTS
Authors: TESLUK PAUL E. , FARR JAMES L. , MATHIEU JOHN E. , VANCE ROBERT J.
Published: December 2006

This study examined whether variables at individual, unit, and suborganization levels influence the extent to which the knowledge and skills learned in employee involvement (EI) training are generalized beyond specific EI activities. Training generalization occurs when the knowledge and skills learned in training for a specific purpose in one context (e.g., EI training for use in quality circles) are applied by trainees in another context (e.g., regular job duties). A multiple‐cross‐level design using data gathered from 252 employees and supervisors drawn from 88 units across 11 suborganizations provided support for both individual and situational effects. Hierarchical regression results demonstrated that characteristics at individual, unit, and suborganization levels significantly predicted the extent EI knowledge, skills, and attitudes were generalized to the core job activities. As predicted, trainees were more likely to use EI training in performing core job activities the more EI activities they participated in, the greater their commitment to the organization, and the less cynical they were about the likelihood of positive organizational change. Contrary to expectations, more generalization of EI training was found to occur in units and suborganizations with less participative climates.
EMPLOYEE SELECTION WITH THE PERFORMANCE PRIORITY SURVEY
Authors: BARRETT RICHARD S.
Published: December 2006

Person‐environment congruence, as defined in this series of studies, is the fit between the subordinate's perceptions of the requirements of the job, and the requirements of the supervisor or of the organization. Person‐environment congruence is measured in this research by the Performance Priority Survey (PPS), a Q‐sort procedure in which respondents rate the relative importance of work behaviors. The priorities of the organization (reported by supervisors) and the priorities of the subordinates (or applicants) are correlated to produce an agreement score. The agreement score for each supervisor‐subordinate pair measures the degree of similarity between the perceptions of the relative importance of work behaviors for the job in question, as reported by both members of the pair. The agreement score is calculated in two ways: (a) between the report of the subordinate (or applicant) and the report of the immediate supervisor, and (b) between the report of the subordinate (or applicant) and the organizational culture (aggregated reports of supervisors). The agreement scores correlate significantly with performance ratings. The PPS has a lower adverse impact on African‐Americans than a typical multiple‐choice test. The PPS is proposed as a means for improving the validity of selection and for reducing adverse impact.
THE RELATIONSHIP BETWEEN WORK EXPERIENCE AND JOB PERFORMANCE: A CONCEPTUAL AND META‐ANALYTIC REVIEW
Authors: QUIŃONES MIGUEL A. , FORD J. KEVIN , TEACHOUT MARK S.
Published: December 2006

A gap in the conceptual development of the work experience construct was addressed by creating a framework specifying two dimensions along which work experience measures can vary. The dimensions of measurement mode (amount, time, and type) and level of specificity (task, job, organizational) formed nine separate categories of measures of work experience. The usefulness of the conceptual framework was tested by conducting a meta‐analytic review of the existing literature on work experience using the dimensions in the framework as potential moderators of the experience‐performance relationship. Results of the meta‐analysis (N= 25,911; K= 44) revealed an estimated population correlation of 27 between experience and performance after correcting for sampling error and criterion unreliability. In addition, the results showed that amount (Mp̂= .43) and task‐level (Mp̂= .41) measures of work experience had the highest correlations with measures of job performance. In addition, work experience had the highest correlations with hard (e.g. work samples) as opposed to soft (e.g. ratings) measures of job performance (Mp̂= .39 vs. Mp̂= .24). Implications and directions for future research are discussed.
APPLYING RANGE RESTRICTION CORRECTIONS USING PUBLISHED NORMS: THREE CASE STUDIES
Authors: HOFFMAN CALVIN C.
Published: December 2006

This study evaluated the accuracy of range restriction corrections. Initial range restriction corrections used published norms as a proxy for unrestricted applicant data. The accuracy of the initial correction was evaluated using two large independent follow‐up samples (n= 983 and n= 1,389). The author found the initial norm‐based correction to be very consistent with empirical findings. The application of these findings to range restriction corrections with customized (i.e., non‐published) selection tests is also discussed.
MULTI‐STAGE SELECTION STRATEGIES: A MONTE CARLO INVESTIGATION OF EFFECTS ON PERFORMANCE AND MINORITY HIRING
Authors: SACKETT PAUL R. , ROTH LAWRENCE
Published: December 2006

This study explores alternative selection strategies available when a firm has two valid predictors that differ in the magnitude of subgroup differences. We examine 14 different selection rules (e.g., select on a composite of the two predictors versus screen on the first and then select on the second versus screen on the first and then select on a composite of the two), and document through a Monte Carlo simulation that the various selection rules can produce markedly different consequences in terms of the level of job performance achieved and the level of minority representation achieved. The selection rules examined include the use of within‐group norming, whichwas restricted by the Civil Rights Act of 1991, and the study examines how selection rules that do and do not include within‐group norming fare in terms of the tradeoffs between performance and minority representation. The study shows that the preferred selection strategy will depend on the relative value the firm places on performance and on minority representation, and that the effects of different screen‐then‐select selection strategies vary as a result of the selection ratios at the screening and selection stages, thus precluding simple conclusions about the merits of each selection strategy.
DO SITUATIONAL VARIABLES ACT AS SUBSTANTIVE CAUSES OF RELATIONSHIPS BETWEEN INDIVIDUAL DIFFERENCE VARIABLES? TWO LARGE‐SCALE TESTS OF “COMMON CAUSE” MODELS
Authors: BURKE MICHAEL J. , RUPINSKI MELVIN T. , DUNLAP WILLIAM P. , DAVISON HEATHER K.
Published: December 2006

James, Demaree, Mulaik, and Ladd (1992) proposed that situational variables may act as substantive (“common”) causes of relationships between individual difference variables as well as statistical artifacts (i.e., measurement unreliability) associated with these variables, thus invalidating assumptions of current validity generalization/meta‐analysis procedures. In this investigation, we report the results of two large‐scale studies designed to test hypothesized relationships derived from two “common cause” models. Study 1 examines relationships between store‐level organizational climate variables and employee satisfaction and performance variables for 33,097 sales personnel in 537 retail stores. Study 2 investigates relationships between store‐level situational constraints and customer service perception and shopping variables for 31,611 customers from 564 retail stores. The results of these studies did not support the proposition that situational variables act as substantive causes of correlations among the respective employee and customer variables or the variances and reliabilities of these variables. The implications of these findings for meta‐analyses in applied psychology as well as the generalizability of the findings are discussed.
A LONGITUDINAL STUDY OF UPWARD FEEDBACK
Authors: REILLY RICHARD R. , SMITHER JAMES W. , VASILOPOULOS NICHOLAS L.
Published: December 2006

This study followed 92 managers during four administrations of an upward feedback program over 2.5 years. Managers' whose initial level of performance (defined as the average rating from subordinates) was low improved between Administrations 1 and 2, and sustained this improvement 2 years later. Most of the performance improvement occurred between the first and second administrations of the program. The observed performance improvement could not be attributed solely to regression to the mean and was unrelated to the number of times, or when, the managers received feedback. Our results suggest that the continued administration of an upward feedback program can result in sustained change over a fairly long period of time and that actually receiving feedback may be less important than the exposure to the valued behaviors. We use control theory and goal setting theory as frameworks for explaining the results and suggesting directions for future research.
PROCEDURAL AND DISTRIBUTIVE JUSTICE IN THE EDITORIAL REVIEW PROCESS
Authors: GILLILAND STEPHEN W. , BECKSTEIN BRENDEN A.
Published: December 2006

Based on organizational justice theories, a model of procedural and distributive justice is proposed to explain authors' reactions to editorial decisions and the editorial review process. Authors (n= 106) provided justice perceptions and future journal submission intentions upon receiving an editorial decision letter. The editor provided information on editorial decisions and review processes. Explanation and interpersonal sensitivity were important procedural justice dimensions in predicting distributive justice reactions and intentions to submit future work to the journal. Explanations appear particularly important when the decision is negative. Journal submission intentions were positively related to distributive justice reactions for inexperienced, but not experienced, authors. In addition, journal submission intentions were positively related to the perceived explanation received for experienced, but not inexperienced, authors. Discussion focuses on implications for organizational justice theories and for journal publishing and HR practices.
DESIGN, VALIDITY, AND USE OF STRATEGICALLY FOCUSED EMPLOYEE ATTITUDE SURVEYS
Authors: SCHNEIDER BENJAMIN , ASHWORTH STEVEN D. , HIGGS A. CATHERINE , CARR LINDA
Published: December 2006

This paper presents logic, procedures, validity, and use of employee attitude surveys targeted on strategic objectives of the firm. The logic is that employees at the front line are in an optimal position to report on the degree to which strategic initiatives are being carried out. The procedure is to design survey questions that focus on the initiative rather than on employees' personal feelings or satisfaction. To validate employee reports, the relationships between those reports and customer satisfaction over four quarters of the use of the survey are shown. Evidence shows that the logical and empirical keying of employee surveys to strategic initiatives and objectives of the firm provide data of immediate use to management, in the present case to both marketing and human resources management.
TO LEAD, LAG, OR MATCH: ESTIMATING THE FINANCIAL IMPACT OF PAY LEVEL POLICIES
Authors: KLAAS BRIAN S. , MCCLENDON JOHN A.
Published: December 2006

In this study, the Boudreau and Berger (1985a) retention/acquisition model is modified in order to develop a utility model that can be used to assess the impact of alternative pay level policies. This paper then demonstrates how the model could be used to assess the financial impact of alternative pay level policies for an organization whose current policy is to match the market. In demonstrating this, estimates of the effect of pay level on employee and applicant behaviors are presented. The utility model is then used to translate these effects into financial terms and compare them against the wage costs associated with alternative pay level policies. Finally, break‐even analysis is used to suggest how decision makers might use utility results when making decisions about pay level policy. The implications for pay level policy and the role of utility analysis in compensation decision making are discussed.
THE JOINT EFFECTS OF CONSCIENTIOUSNESS AND SELF‐LEADERSHIP TRAINING ON EMPLOYEE SELF‐DIRECTED BEHAVIOR IN A SERVICE SETTING
Authors: STEWART GREG L. , CARSON KENNETH P. , CARDY ROBERT L.
Published: December 2006

This field investigation examined the effects of conscientiousness and self‐leadership training on employee self‐direction. Conscientiousness correlated significantly with supervisor evaluations of self‐direction for employees working in a hotel/resort. Self‐leadership training was then conducted for a group of the employees. Gain score analysis failed to detect an overall effect for training on self‐direction. However, conscientiousness was found to moderate the effect of self‐leadership training in that training group employees who initially scored low on conscientiousness improved their behavior more than their high conscientiousness coworkers. Implications of these findings for the practices of employee training and selection are discussed.
THE PEN‐BASED COMPUTER AS AN ALTERNATIVE PLATFORM FOR TEST ADMINISTRATION
Authors: OVERTON RANDALL C. , TAYLOR L. ROGERS , ZICKAR MICHAEL J. , HARMS HARVEY J.
Published: December 2006

Pen‐based computers are similar to paper and pencil (P&P) tests in the method of responding, and thus, may more closely match paper and pencil administration in construct equivalence than keyboard‐entry computers. A study was conducted comparing P&P, pen‐based note‐book computer, and keyboard‐entry PC versions of two test batteries. Participants completed tests administered using different administration modes on separate days; construct equivalence was evaluated by comparing Day 1‐Day 2 correlations across conditions. Although construct equivalence was found for the power tests, differences emerged for the speeded tests. For the pen‐based computer, solid evidence of equivalence to P&P appeared for all but one of the speeded tests, whereas the keyboard PC showed borderline equivalence for only one of the three speeded tests. These findings suggested that the pen‐entry computer may be more capable than the keyboard‐entry computer in maintaining construct equivalence to P&P tests.
LINKING EMPLOYEE PERCEPTIONS OF SERVICE CLIMATE TO CUSTOMER SATISFACTION
Authors: JOHNSON JEFF W.
Published: December 2006

Although a common theme in the service quality literature is that organizations must create and maintain a climate for service in order for employees to effectively deliver service, few studies exist that evaluate climate for service components against a criterion of customer satisfaction. The effectiveness of different aspects of a climate for service is evaluated by determining the relationships between service climate components and facets of customer satisfaction, as rated by 538 employees and 7,944 customers across 57 branches of a large bank. All service climate components were significantly related to at least one facet of customer satisfaction (e.g., teller service). Seeking and sharing information about customers' needs and expectations, training in delivering quality service, and rewarding and recognizing excellent service were the practices that were most highly related to satisfaction with service quality.
ATTITUDES AND EFFECTIVENESS: EXAMINING RELATIONS AT AN ORGANIZATIONAL LEVEL
Authors: RYAN ANN MARIE , SCHMIT MARK J. , JOHNSON RAYMOND
Published: December 2006

Recent evidence has suggested that attitudes‐organizational effectiveness relations may exist. Relations between employee attitudes, organizational unit performance, customer satisfaction, and turnover were examined at the branch level for a large automobile finance company. Using data from 142 branches in 2 consecutive years, several significant relations between attitude factors and performance were observed. In addition, causal analyses conducted at the branch level suggested that customer satisfaction led to employee attitudes, rather than the opposite. Additional analyses to explain this result suggested that economic conditions and related factors might be the causal mechanism at the aggregated level. Other potential interpretations of these findings and caveats about generalizing organizational‐level findings to the individual level are discussed.
LONGITUDINAL ANALYSIS OF ABILITY‐JOB COMPLEXITY FIT AND JOB CHANGE
Authors: WILK STEFFANIE L. , SACKETT PAUL R.
Published: December 2006

The study examines job mobility as a function of congruence between individuals' abilities and their job's complexity. The gravitational hypothesis (McCormick, DeNisi, & Staw, 1979; McCormick, Jeanneret, & Mecham, 1972), a keystone of this objective, posits that individuals will sort into jobs that are commensurate with their ability level. This study used various analytical techniques to examine the relationship between ability, person‐job fit, and occupational mobility. First, the gravitational hypothesis was tested. Second, the direction of mismatch between ability and job complexity was hypothesized to predict direction of change in job complexity over time. Two national, longitudinal databases, the National Longitudinal Study of the Class of 1972 (NLS‐72) and the National Longitudinal Survey of Labor Market Experience‐Youth Cohort (NLSY), were used to test these relationships. Results were supportive in both the NLS‐72 and the NLSY. Additional analyses examined the difference between measures of objective job complexity and subjective job complexity (Gerhart, 1988) for the gravitational process and the difference in employer‐ and employee‐initiated job changes. These results have implications for employers, vocational counselors and job applicants. Suggestions for improving the ability‐job complexity match are provided.
AN EXAMINATION OF THE RELATIONSHIP BETWEEN WORK GROUP CHARACTERISTICS AND PERFORMANCE: ONCE MORE INTO THE BREECH
Authors: HYATT DAVID E. , RUDDY THOMAS M.
Published: December 2006

This paper describes an investigation of the relationship between a measure of work group characteristics and both subjective and objective measures of group performance. To assess the relationship between the work group characteristics and performance, objective performance data and manager ratings were collected for customer service work groups who completed the measure. Correlational analyses provided evidence of a relationship between specific work group characteristics and various performance measures. In addition, a factor analysis of the measure provided a more parsimonious set of dimensions that were also related to the criterion measures. The results are discussed in terms of the factors related to work group effectiveness and their relevance to work groups in various types of organizations.
LO! THE STIMULUS SPEAKS: THE INSIDER'S VIEW ON WHYTE AND LATHAM'S “THE FUTILITY OF UTILITY ANALYSIS”
Authors: CRONSHAW STEVEN F.
Published: December 2006

The Whyte and Latham (1996) study presents results showing that presentation of a positive utility analysis reduced support for implementing a valid selection procedure, even though the merits of utility analysis were described by an “expert.” In this paper, the aforementioned expert responds to the Whyte and Latham study and its conclusions. He contends that their experimental study actually tested a persuasional hypothesis, not the informational one put forward by the authors. In otherwords, the effect of the presentation of utility information as the independent variable, and its advocacy by the expert, was perceived by subjects as an attempt to persuade managers to invest in a personnel intervention rather than as a neutral message intended to inform them of the merits of the intervention. Consequently, Whyte and Latham's conclusions about the “futility of utility analysis” will most likely generalize to a situation where personnel psychologists are trying to sell an intervention such as a selection program to a client, but not necessarily to a situation where the psychologist is perceived to use utility analysis in an arms length relationship to assist in making investment decisions. The Whyte and Latham findings represent a real and substantial effect that has important implications for psychologists using utility analysis, but more research is required to establish the boundary conditions around it.
LEADERSHIP TRAINING IN ORGANIZATIONAL JUSTICE TO INCREASE CITIZENSHIP BEHAVIOR WITHIN A LABOR UNION: A REPLICATION
Authors: SKARLICKI DANIEL P. , LATHAM GARY P.
Published: December 2006

In a replication of a quasi‐experiment by Skarlicki and Latham (1996), we investigated the effect of training union leaders (N= 25) in the administration of organizational justice principles on union members' (N= 177) perceptions of their leaders' fairness and the members' subsequent citizenship behavior toward their union. Despite the fact that the union members were also shareholders of the company, the results were replicated. Union leader training increased members' perceptions of their leaders' fairness as well as union members' citizenship behavior directed both toward the union as an organization (OCBO) and fellow union members (OCBI). Organizational justice was found to partially mediate the effect of the training on OCBO, but not OCBI.
THE EFFECTS OF FORMING MULTI‐PREDICTOR COMPOSITES ON GROUP DIFFERENCES AND ADVERSE IMPACT
Authors: SACKETT PAUL R. , ELLINGSON JILL E.
Published: December 2006

A common assumption exists which asserts that the formation of composites of predictors represents a method for dealing with adverse impact. It is often expected that including predictors that demonstrate smaller group differences with others that demonstrate larger group differences will help to alleviate the amount of adverse impact observed at the composite level. The purpose of this paper is to answer the question “If two or more predictors are combined to form a composite, what will be the magnitude of group differences and, consequently, of adverse impact, of using that composite for selection?” In answering this question, a set of tables, figures, and formulas are presented that highlight variables influential in affecting how composites of predictors influence observed group differences. A number of conclusions are drawn that clarify the extent to which forming composites decreases group differences and subsequently adverse impact.
IDENTIFYING POTENTIALLY USEFUL PERSONALITY CONSTRUCTS FOR EMPLOYEE SELECTION
Authors: RAYMARK PATRICK H. , SCHMIT MARK J. , GUION ROBERT M.
Published: December 2006

The Personality‐Related Position Requirements Form (PPRF), a job analysis form to be used in making hypotheses about personality predictors of job performance, is described. The Big Five personality factors provided an organizing framework for the PPRF. Subsequent development resulted in identifying 12 specific sets of items for facets of each of the Big Five. A study was conducted by gathering job descriptions on 260 different jobs to determine if the PPRF could reliably differentiate jobs; such evidence was found. The PPRF is offered to both researchers and practitioners for use, refinement, and further testing of its technical merits and intended purposes.
VIDEO‐BASED SITUATIONAL TESTING
Authors: WEEKLEY JEFF A. , JONES CASEY
Published: December 2006

In two separate studies, video‐based tests of situational judgment were developed and validated against measures of performance for hourly service workers. In the first study, 684 employees were used to develop a test of retail associate judgment and 787 newly hired employees were used to cross‐validate the instrument. In the second study, 412 current employees were used to develop a test of nursing home caregiver judgment and 148 newly hired caregivers were used to cross‐validate this video‐based test. In both studies, responses to video‐based situational vignettes were empirically keyed against supervisory ratings of performance. The resulting keys produced uncorrected cross‐validities in the low .20s. The video‐based test scores were also found to be related to measures of cognitive ability and, to a lesser extent, experience. These results suggest that cognitive ability and possibly experience account for some but not all of the predictiveness of video‐based situational tests. Video‐based situational tests demonstrated score differences between Whites and non‐Whites of roughly one‐half a standard deviation, indicating that the use of such tests could produce adverse impact against non‐Whites. In the second study, customer preferences regarding desired behavior were also used to develop a rational scoring key. This customer driven key was significantly related to performance (r= .33) in the cross‐validation sample, demonstrating that customers' preferences can provide the basis for developing valid predictors. Potential benefits of video‐based situational tests in selection and directions for future research are discussed.
EFFECTS OF LEADERSHIP STYLE AND PROBLEM STRUCTURE ON WORK GROUP PROCESS AND OUTCOMES IN AN ELECTRONIC MEETING SYSTEM ENVIRONMENT
Authors: KAHAI SURINDER S. , SOSIK JOHN J. , AVOLIO BRUCE J.
Published: December 2006

Organizations are increasingly utilizing electronic meeting systems to enhance work group process and outcomes. Because leadership is a key group attribute, it is important to examine how behaviors of leaders influence work groups using electronic meeting systems. Results of a laboratory experiment indicated that (a) Participants made more supportive remarks under a consultative form of participative leadership than directive leadership; (b) Participants proposed more solutions and made fewer critical remarks for a fairly structured problem than for a moderately structured problem; (c) Participative leadership was more conducive to proposal of solutions for a moderately structured problem, while directive leadership was more conducive for a fairly structured problem; and (d) Frequency of solution proposals in turn affected group productivity and satisfaction. Implications for personnel practitioners and research on leadership in electronic meeting environments are presented.