bluuebunny/crossref_metadata_2025 huggingface dataset:
DETERMINANTS AND BEHAVIORAL CONSEQUENCES OF PAY SATISFACTION: A COMPARISON OF TWO MODELS1
Authors: WEINER NAN
Published: December 2006

Models of determinants of pay satisfaction proposed by Lawler and by Dyer and Theriault are examined. The basic proposition of Lawler's model is found to explain only a moderate amount of pay satisfaction; a better conceptualization of Lawler's proposition is proposed. Dyer and Theriault add pay administration variables to Lawler's model and this expanded model is found to account for more pay satisfaction variance and to better predict consequences (turnover, absenteeism and pro‐union attitudes) of pay dissatisfaction.
FUNCTIONS OF LIFE INSURANCE AGENCY MANAGERS and RELATIONSHIPS WITH AGENCY CHARACTERISTICS and MANAGERIAL TENURE
Authors: SCHNEIDER JOSEPH , MITCHEL JAMES O.
Published: December 2006

A questionnaire completed by 1282 male life insurance agency managers from 50 companies was used to develop (via factor analysis) six behavorial functions of agency managers. The relationship between the frequency of activity in each function and five variables–number of agents, number of supervisors, tenure, type of agency and origin of agency–was examined using zero order and multiple correlation procedures. The two measures of size, number of agents and number of supervisors, were the most consistent correlates of behavior. The degree of shared variance among management functions and the five variables, though significant statistically, did not exceed 9%. Reasons cited for these results included: (1) policies and practices particular to individual companies; (2) the discretion managers have in choosing task activities; (3) the limited number of variables examined as correlates of managerial functions; and, (4) individual differences among agency managers. It was concluded, for practical reasons, that management research should include efforts to develop taxonomies that cut across technological categories of managers as well as defining the specific behavior functions of managers in particular technological categories. Such specific taxonomies are required for effective human resource management practices at managerial levels in organizations.
A SECOND LOOK AT BEHAVIORAL OBSERVATION SCALES
Authors: BERNARDIN H. JOHN , KANE JEFFFREY S.
Published: December 2006

Latham, Fay, and Saari (1979) discussed the development of behavioral observation scales (BOS) for the appraisal of foremen and managers. They present arguments and data in support of BOS and made several conclusions regarding the relative superiority of BOS versus other appraisal formats, particularly behavioral expectation scales. This critique of their article suggests that most of their conclusions are beset by conceptual problems, questionable statistical analyses, and/or a disregard of previous research.
PERCEPTIONS OF PSYCHOLOGICAL INFLUENCE: A COGNITIVE INFORMATION PROCESSING APPROACH FOR EXPLAINING MODERATED RELATIONSHIPS
Authors: JAMES LAWRENCE R. , HATER JOHN J. , JONES ALVIN
Published: December 2006

A hypothesis of consistency in cognitive information processing of perceptions of psychological influence (perceived influence of decisions made by a supervisor) was proposed and tested. The hypothesis stated that if (a) having influence was of sufficient importance to a subordinate to effect selective attention to supervisor behaviors that reflected opportunities for influence, then (b) the subordinate would employ perceptions of influence in behavioral decisions (performance) and affective reactions (anxiety, satisfaction). The hypothesis received support in a study of 363 Navy enlisted aircraft maintenance personnel, where selective attentiveness to opportunities for influence was determined by assessing the fit between personal characteristics of a subordinate (e.g., achievement motivation) and the degree of overload in the work environment. Results suggested that relations between perceptions of influence and attitudes/performance should be expected only for those individuals who are attentive to opportunities for influence in the early stages of cognitive processing. Implications of these results for future scientific and professional endeavors are discussed.
A REEXAMINATION OF ABILITY AS A MODERATOR OF ROLE PERCEPTIONS—SATISFACTION RELATIONSHIP
Authors: ABDEL‐HALIM AHMED A.
Published: December 2006

This research examines the moderating effects of employee ability on the relationship of role conflict and ambiguity to intrinsic satisfaction. Data were collected from a sample of 89 middle‐lower managerial personnel from a large, heavy‐equipment manufacturing company in the Midwest. Moderated multiple regression was used in data analysis. Results obtained from the education and perceived ability‐job fit measures of employee ability are consistent with the ability‐adaptability phenomenon suggested and tested by Schuler (1977). Results obtained from the work experience measure of ability were contrary to prediction. Implications of the findings for work adjustment theory, stress management, and future research are discussed.
ANCHORS AWAY–THE STABILITY OF MEANING OF ANCHORS WHEN THEIR LOCATION IS CHANGED
Authors: IRONSON GAIL H. , SMITH PATRICIA C.
Published: December 2006

This study addresses three questions. (1) Does the meaning of the neutral anchor shift when its position is moved away from the middle of the series? The location of (psychological) zero in rating scales is crucial if they are to be used as multipliers (e.g., as weights or in functional equations). (2) Does moving the neutral anchor from a central position increase sensitivity (variance) of ratings? Such displacement has been used frequently without investigation of its effects. (3) Are any of the above effects general across types of anchors?

Displacement had significant effects (N= 210) on meaning of the neutral anchor and on sensitivity. Stability of meaning of anchors, however, was greater when anchors were words rather than faces. Therefore verbal anchors should be used, with the neutral anchor located centrally, to establish zero; but displaced to increase sensitivity at one end of the scale.
NEGOTIATING QUALITY OF WORKLIFE, PRODUCTIVITY AND TRADITIONAL ISSUES: UNION MEMBERS’PREFERRED ROLES OF THEIR UNION
Authors: HOLLEY WILLIAM H. , FEILD HUBERT S. , CROWLEY JAMES C.
Published: December 2006

Recognizing the importance of the union in successfully implementing quality of worklife programs, numerous commentators have called for union‐management collaborative programs. In response to these pleas, recent studies have addressed union activists’perceptions of their unions’roles in negotiating quality of worklife as well as other issues. Although important, these studies have focused on the union leadership and have generally failed to consider the rank and file union members' views. The primary objective of the present study was to examine union members’preferred roles of their union in negotiating quality of worklife, productivity, and traditional bargaining issues. A second purpose was to explore the correlates of their views concerning the union's role in dealing with these issues. Using data collected from 171 members of a railroad, union, the results showed that members’ support for union involvement tended to vary depending upon the type of issue in question. They strongly preferred collective bargaining when dealing with traditional union concerns and joint union‐management efforts when quality of worklife issues were involved. In predicting preferred union‐management cooperation, the importance of the individual predictors varied across the types of negotiation issues. However, attitudinal measures were generally found to be more important in explaining members’preferences than demographic or union participation measures. The results are discussed in terms of implications for implementing joint union‐management programs.
THE RELATIONSHIP BETWEEN JOB SATISFACTION AND PSYCHIATRIC HEALTH SYMPTOMS FOR AIR TRAFFIC CONTROLLERS1
Authors: KAVANAGH MICHAEL J. , HURST MICHAEL W. , ROSE ROBERT
Published: December 2006

The workplace has been examined as a source of potential stressors, e.g., role conflict and ambiguity, and the relationship between these stressors and job satisfaction has been empirically demonstrated. The relationship between job satisfaction and health, however, has not been clearly established empirically. Data were collected from 416 experienced Air Traffic Controllers to examine the hypothesized positive relationship between job satisfaction and psychiatric symptomatology. Job satisfaction was measured with self‐report instruments while psychiatric symptomatology was assessed via a standardized diagnostic interview. The results provide strong support for the existence of the hypothesized relationship. Satisfaction with the work itself for the ATCs, followed closely by coworker satisfaction, showed the most frequent relationships to the presence or absence of different psychiatric symptoms. The results are discussed in terms of their relationship to research on job related stress.
A COMPARISON OF TECHNIQUES WHICH TEST FOR JOB DIFFERENCES
Authors: LEE JO ANN , MENDOZA JORGE L.
Published: December 2006

There has been a recent trend in research seeking the most appropriate statistical technique for determining job similarities/differences. Monte Carlo methods were used to analyze more closely the repeated measures analysis of variance and the multivariate analysis of variance in order to add further insight into the viability of these techniques for this purpose. The conventional univariate analysis of variance, the ε‐adjusted univariate F test, and the ε‐adjusted univariate F test were compared to three multivariate tests (Roy's largest‐root criterion, Wilk's likelihood ratio, and the Pillai‐Barlett trace) in terms of power and control for Type I error when (1) circularity and homogeneity were met, (2) homogeneity was met but circularity was violated, (3) homogeneity was violated but circularity was met, and (4) both homogeneity and circularity were violated. The efficacy of the techniques was shown to be contingent upon whether the assumptions were met or not. The univariate test proved to be the better technique when circularity was met. The multivariate technique proved to be the better test when homogeneity was met while circularity was violated. The results were mixed when both circularity and homogeneity were violated. Guidelines for selecting a statistical technique which tests for job differences are offered.
ARRIVAL AND DEPARTURE PATTERNS OF PUBLIC SECTOR EMPLOYEES BEFORE AND AFTER IMPLEMENTATION OF FLEXITIME
Authors: RONEN SIMCHA
Published: December 2006

In this paper, the effects of a flexible working hours schedule on the arrival and departure times of 162 public sector employees are examined. The results indicate that workers, when given the opportunity to schedule their own workday, deviate only moderately from their pre‐flexitime arrival/departure times. In addition, they tend to develop relatively stable arrival/departure patterns. The results also indicate that the number of late arrivals has been virtually eliminated.
TRIFLING HE STANDS
Authors: TENOPYR MARY L.
Published: December 2006

The decline in American productivity growth is documented and suggestions for action by industrial and organizational psychologists to quell this decline are made. Need for the following are emphasized: a more useful definition of productivity, more use of macrostatistics, accurate definition of problems, design of both research and carefully evaluated action programs, and actions to establish the legitimacy of industrial and organizational psychologists for solving productivity problems. To fulfill these needs, greater cooperation within the discipline and with persons of other disciplines is needed.
THE INFLUENCE OF RATER AND RATEE AGE ON TWO PERFORMANCE JUDGMENTS
Authors: CLEVELAND JEANETTE N. , LANDY FRANK J.
Published: December 2006

The influences of rater age and rater age on performance evaluations of 513 exempt managers from a large manufacturing organization were examined. Two general performance criteria and six specific performance criteria were used. Results showed small but significant age influences on two of the specific performance measures, Self‐Development and Interpersonal Skills. Older workers received lower ratings than younger workers on both of these dimensions. In addition, younger raters gave significantly higher ratings than older raters on Interpersonal Skills. Small but significant age interactions were found in both Interpersonal Skills ratings and Self‐Development ratings. The findings were replicated in a second sample (N=178). The influence of age on performance ratings is consistent with previous research and is compared. The extent of the influence is smaller in the present study than in previous research.
CONTENT‐ORIENTED PERSONNEL SELECTION IN A SMALL BUSINESS SETTING
Authors: ROBINSON DAVID D.
Published: December 2006

This paper illustrates a content‐oriented procedure for personnel selection in a small business setting. The procedure focuses directly on criterion performance, inasmuch as it generates lists of tasks relevant to specific job objectives. Rank order correlations provide quantitative indices of agreement between members of the job analysis panel as to the relative importance of the job objectives. The importance of appropriate representation on the job analysis panel is emphasized.
PERFORMANCE APPRAISAL, PROMOTION AND THE COURTS: A CRITICAL REVIEW
Authors: KLEIMAN LAWRENCE S. , DURHAM RICHARD L.
Published: December 2006

Twenty‐three Title VII court cases were reviewed in order to determine the standards set by the courts in their assessment of performance appraisal systems when used as the basis for promotion decisions. The topics covered were adverse impact determination, the courts' adjudication strategy, and the evidence needed to justify the performance appraisal procedures. Among the major findings was the courts': (1) failure to adhere to the “applicant flow technique” of adverse impact determination, (2) interest in assessing performance appraisal systems regardless of their adverse impact, (3) ignorance regarding acceptable validation procedures, and (4) focus on objectivity in lieu of validity. The discussion offered suggestions to employers for developing a professionally sound and legally defensible appraisal system.
VALIDITY AND FAIRNESS OF SOME ALTERNATIVE EMPLOYEE SELECTION PROCEDURES1
Authors: REILLY RICHARD R. , CHAO GEORGIA T.
Published: December 2006

Despite extensive evidence that tests are valid for employee selection, Federal Guidelines have urged employers to seek alternative selection procedures that are equally valid but have less adverse impact on minorities. Research on the validity, adverse impact and fairness of eight categories of alternatives was reviewed. Feasibility of operational use of each type of alternative in an employment setting was also discussed. Only biodata and peer evaluation were supported as having validities substantially equal to those for standardized tests. Previous reviews and more recent research indicated that interviews, self‐assessments, reference checks, academic achievement, expert judgment and projective techniques had levels of validity generally below those reported for tests. Data, where available, offered no clear indication that any of the alternatives met the criterion of having equal validity with less adverse impact. Results are discussed and several additional promising alternatives are described.
JOB ORIENTATION OF BLACK AND WHITE COLLEGE GRADUATES IN BUSINESS
Authors: BRENNER O. C. , TOMKIEWICZ JOSEPH
Published: December 2006

Differences in job orientation between black and white male and female business college graduates were examined. Significant race differences were found on 10 of 25 job characteristics, with blacks rating 9 of these more important than whites. Significant race by sex interactions exist on four characteristics, while sex differences were found on nine. Factor analysis indicates that blacks value long‐range career objectives and structure considerably more than do whites, while their preference for intrinsic and extrinsic factors was less pronounced. Methods by which organizations can satisfy the greater importance placed on many job characteristics by blacks are explored.
PLANNED ORGANIZATIONAL CHANGE ANDITS MEASUREMENT
Authors: RANDOLPH W. ALAN
Published: December 2006

Based upon recent reviews of evaluation methodology in Organization Development (OD), a description of a viable method for measuring planned organizational change is synthesized. The paper reports on the application of the procedure to a university student counseling center involved in an OD project utilizing an eclectic intervention. A diagnostic, reliability‐tested questionnaire was used in a three year modified multiple time series research design, with a closely matched comparison organization, and data were analyzed for three types of change. Results support the contention that the measurement method is viable for accurately assessing the impact of an OD intervention and thus providing the groundwork for developing a rigorous, empirically‐based theory of OD. However, several problems and tradeoffs are made explicit.
INTERVIEWER DECISIONS AS A FUNCTION OF APPLICANT RACE, APPLICANT QUALITY AND INTERVIEWER PREJUDICE
Authors: MULLINS TERRY W.
Published: December 2006

This study investigated the impact of the racial attitudes of interviewers, applicant race, and applicant quality on the ratings given applicants. This study used a posttest‐only control group approach which was analyzed by a 2 × 2 × 2 factorial ANOVA design. Subjects were 176 white business administration students from a large urban university.

Videotapes of simulated job interviews were produced to control applicant quality and applicant race. A black male and a white male each role‐played both a high and a low quality applicant. The main effect for applicant quality was significant, accounting for 50% of the variance in applicant ratings. The main effect for race was significant but not in the predicted direction. Black applicants were rated higher than white applicants. While high quality applicants were rated highly regardless of race, the low quality black applicant was rated higher than the comparably performing white applicant. The interaction of race and interviewers' level of prejudice was significant but not in the predicted direction. Highly prejudiced subjects rated black applicants higher than white applicants. The implications of these results for further research were discussed.
THE EMPLOYMENT INTERVIEW: A SUMMARY AND REVIEW OF RECENT RESEARCH1
Authors: ARVEY RICHARD D. , CAMPION JAMES E.
Published: December 2006

After a quick recapitulation of previous reviews of the employment interview, recent research from about 1975 is reviewed and summarized. Research dealing with the reliability and validity of the interview, methodological issues, decision making, interviewer training, minority characteristics, nonverbal behavior, interviewee characteristics, and interviewee training is summarized. Trends and directions are noted, suggestions for further research extended, and a discussion of why persistence in the use of interview exists is presented.
OCCUPATIONAL STRESS AND PERCEIVED ORGANIZATIONAL EFFECTIVENESS IN FORMAL GROUPS: AN EXAMINATION OF STRESS LEVEL AND STRESS TYPE
Authors: ALLEN R. DOUGLAS , HITT MICHAEL A. , GREER CHARLES R.
Published: December 2006

Several studies have found an inverted U‐shaped relationship between stress and performance levels for individuals. The present study determined whether such a relationship exists between stress and the perceived effectiveness of formal organization groups. Analysis of data from four firms provided no support for the existence of such a relationship. Instead, a negative relationship between stress and perceived organizational effectiveness was found. The results suggest that the type of stress moderates the stress and effectiveness relationship. Dysfunctional stress was the dominant type of stress in all four firms. Further, the level of dysfunctional stress provided a better explanation of variations in effectiveness levels than total stress levels.
SYNTHETIC VALIDITY AND ITS APPLICATION TO THE UNIFORM GUIDELINES VALIDATION REQUIREMENTS
Authors: TRATTNER MARVIN H.
Published: December 2006

The Uniform Guidelines for Employee Selection Procedures have served to create an urgent need for efficient validation methods that can be generalized to a class of occupations. The one method currently authorized for such a purpose by the Guidelines is synthetic validation. (The Guidelines erroneously describe the synthetic validity paradigm as construct validity.) Approaches to synthetic validity employed by Lawshe, Guion, McCormick, and Primoff are described. Their extent of conformance to the Guidelines validation requirements is noted. Primoff's J‐Coefficient approach is recommended for two reasons; it meets the Guidelines requirements and under certain circumstances it permits the test user to estimate the traditional validity coefficient. An illustrated example of Primoff's method is presented.
THE INTERFACE PROJECT: BEHAVIOR MODELING AS SOCIAL TECHNOLOGY IN SOUTH AFRICA1
Authors: SORCHER MELVIN , SPENCE ROD
Published: December 2006

The Inter Face Project was a pilot study to improve race relationships between supervisors and employees in South African industry. The ultimate intent of this project was to find a path for more extensive research aimed at improving inter‐racial attitudes and behavior in South Africa, especially in work situations. Nevertheless, this project is only a small step in the direction of improved inter‐race relationships in that country. Behavior modeling training was the vehicle for attempting to change the behaviors.

Several measures were used because it was uncertain how change would be found. However, performance records were incomplete and therefore not useful. A questionnaire and expectation scale did not reveal significant change, possibly because of the small sample size and the reluctance on the part of supervisors to be candid. Structured interviews, however, indicated dramatic improvements in inter‐race attitudes and observations for both supervisors and employees. Second post‐test improvements (20 weeks after training) were, in fact, even greater than improvements noted at the first post‐test (six weeks after training). Before and after training comments by employees and supervisors provided strong evidence of the extent of change that occurred. Several suggestions for follow‐up research were outlined.
STRESS AND PERFORMANCE: EFFECTS OF SUBJECTIVE WORK LOAD AND TIME URGENCY1
Authors: FRIEND KENNETH E.
Published: December 2006

Subjective work load, time urgency, and other stress/motivation variables were measured for management personnel taking a demanding problem‐solving exam at the end of a two‐week training course. Comparing measures of precourse ability and final exam performance, the primary findings were that the corrected performance scores had strong negative linear (not inverted‐U) relations with both subjective work load and time urgency. General state anxiety and task involvement did not substantially relate to performance. The results are discussed in terms of the nature of this particular task and the predictions of various stress/performance theories. In problem solving or other tasks requiring novel responses, these data suggest that increases in psychological stresses like subjectively high work load and time urgency uniformly impair performance across the whole range of these variables.
ORGANIZATION AND RATER DIFFERENCES IN PERFORMANCE APPRAISALS
Authors: ZAMMUTO RAYMOND F. , LONDON MANUEL , ROWLAND KENDRITH M.
Published: December 2006

This study examines the effects of organizational differences and rater differences on performance appraisals. Self, peer, and supervisory ratings of performance for nurses in four hospitals and self, student, peer, and supervisory ratings for resident advisors in seven university dormitory complexes were used in this study. The analyses indicate that both organization and rater differences have significant, independent effects on performance ratings. The findings suggest that organizational differences may restrict the generality of the findings of performance appraisal studies across organizational settings. They also may have a negative impact on the usefulness of any particular performance appraisal form in different settings, and on the ability of managers to accurately interpret and compare performance ratings for individuals in different organizational subunits.
THE EFFECTS OF PARTICIPATION AND GOAL DIFFICULTY ON PERFORMANCE
Authors: LATHAM GARY P. , STEELE TIMOTHY P. , SAARI LISE M.
Published: December 2006

Previous research comparing the effects of assigned versus participatively set goals on performance were essentially tests of the null hypothesis in that goal difficulty level was not systematically manipulated. The present laboratory study investigated the effects of assigned versus participatively set goals, and the effects of varying goal difficulty level on an arithmetic task. Eighty‐six college students were assigned to either a participative goal condition or one of three assigned goal conditions. In two of the assigned goal conditions participants were assigned goals equal to those set in the participative condition, the difference being that individuals in one group were assigned goals at random and those in the other group were assigned goals on the basis of their premeasure scores. Participants in the third assigned goal condition were randomly assigned a goal in the top quartile of the goals set participatively. As hypothesized, individuals with hard assigned goals had higher performance than peers with lower goals set in a participative manner. Contrary to modern organizational theory, individuals with participatively set goals did not have higher performance than those with assigned goals of equal difficulty. Personality traits were not found to moderate the effects of goal setting on performance.
THE INTERVIEWER AS HYPOTHESIS TESTER: THE EFFECTS OF IMPRESSIONS OF AN APPLICANT ON INTERVIEWER QUESTIONING STRATEGY
Authors: SACKETT PAUL R.
Published: December 2006

Recent findings in the impression formation literature suggest that individuals seek evidence to confirm initial hypotheses, or preconceptions, which they form about other people prior to interaction, and that seeking confirmatory evidence makes it likely that a hypothesis will be confirmed (Snyder and Swann, 1978). Snyder and Swann suggest that the employment interview is one context in which this process can be expected to operate. Four studies are reported which examine the generalizability of these findings to the employment interview. Consistent use of confirmatory hypothesis testing strategies was not found when experienced interviewers, rather than college students, were used as subjects, nor when the study was set specifically in an employment interview setting, nor when hypotheses about characteristics other than those examined by Snyder and Swann were studied.
FULL AND ERRANT COACHING EFFECTS ON ASSIGNED ROLE LEADERLESS GROUP DISCUSSION PERFORMANCE
Authors: KURECKA PAUL M. , AUSTIN JAMES M. , JOHNSON WANDA , MENDOZA JORGE L.
Published: December 2006

The effect of coaching on Leaderless Group Discussion Performance was examined. Thirty‐six female undergraduate subjects participated in six‐person assigned role leaderless group discussions. Trained observers evaluated performances in each discussion, which included two 5s from each of three coaching conditions. Ss in full coaching condition received extensive coaching on proper group discussion performance. 5s in the errant coaching condition received improper, but believable, coaching. 5s in the naive, or control, condition received no coaching. Results showed that 5s in the full coaching conditions were rated significantly higher than 5s in the errant or naive conditions. The results were discussed in the light of previous research.
PAIRED COMPARISON EVALUATIONS OF MANAGERIAL EFFECTIVENESS BY PEERS AND SUPERVISORS
Authors: SIEGEL LAURENCE
Published: December 2006

Paired comparison evaluations were solicited for a relatively small group (N= 20) of savings and loan association branch managers. Peer evaluations were obtained from 16 of these managers; supervisory evaluations were obtained from 4 officers. Inter‐judge agreement (both within and between groups) was high. Further, this agreement extended beyond the derived paired comparison score to certain independently measured psychological characteristics of the persons evaluated. The peer‐generated evaluations assisted the officers in making acceptable promotional decisions. In addition, discussion by the 4 officers of differences between their independently made evaluations made explicit a previously covert but potentially important difference in perspective about the determinants of managerial effectiveness. Ratings assigned by one officer reflected his implicitly heavy weight to human relations skill as a component of branch manager effectiveness; those assigned by the other 3 tended to give more weight to knowledge about financial matters related to the savings and loan industry.
COURT STANDARDS FOR JOB ANALYSIS IN TEST VALIDATION
Authors: THOMPSON DUANE E. , THOMPSON TONI A.
Published: December 2006

Selected Federal court are reviewed and analyzed to determine the criteria used by the courts in their assessment of job analyses in the development and validation of selection tests. A set of standards which delineates the components and characteristics of a job analysis necessary to withstand legal scrutiny is presented. Implications are discussed.
COUNSELING IN INDUSTRY: A SELECTED REVIEW OF THE LITERATURE
Authors: CAIRO PETER C.
Published: December 2006

This paper reviews the literature on counseling in business and industry. It summarizes what is known about (a) the extent to which personal and career counseling services exist within industry and (b) the effectiveness of various counseling programs in dealing with specific employee problems or concerns. The review is divided into three major sections. The first describes various programs and research involving counseling for personal problems. This is followed by a summary of efforts by industry to provide various forms of career counseling and guidance. Finally, the last section offers several conclusions about the current state of counseling in industry and discusses some implications for future research and evaluation such as the need for more clarity in what is typically referred to as counseling, increased specification of objectives and outcome criteria, comparison of different types of counseling approaches, a broader examination of the extensiveness of counseling in industry, and a higher standard for practitioner‐oriented magazines which publish articles about counseling in industry.
THE MINIATURE JOB TRAINING AND EVALUATION APPROACH: ADDITIONAL FINDINGS
Authors: SIEGEL ARTHUR I.
Published: December 2006

Miniature job training and evaluation situations were developed and administered to 1034 “low aptitude” Navy recruits. Checklist criterion data describing the on‐the‐job performance of the sample were collected after the recruits were on their fleet assignments: (1) nine months, and (2) 18 months. The results confirmed prior findings relative to the predictive validity of the miniature job training and evaluation approach and supported contentions favoring the power of the concept over a paper‐and‐pencil testing approach.
THE JOB COMPONENTS INVENTORY AND THE ANALYSIS OF JOBS REQUIRING LIMITED SKILL
Authors: BANKS MICHAEL H. , JACKSON PAUL R. , STAFFORD ELIZABETH M. , WARR PETER B.
Published: December 2006

The Job Components Inventory, a new job analysis technique examining the use of tools and equipment, physical and perceptual requirements, mathematical requirements, communication requirements, and decision‐making and responsibility requirements, is introduced. Results of a study of 100 job holders demonstrate a high reliability of the technique in terms of supervisor‐job holder agreement, and the method is shown by analysis of variance and cluster analysis successfully to discriminate between and within job titles. The technique is proving to be a practical instrument for use in curriculum development, careers guidance and broad‐based training, and recommendations for its further use and evaluations are made.
EVALUATION OF BUSINESS MEMOS: EFFECTS OF WRITER SEX AND ORGANIZATIONAL POSITION, MEMO QUALITY, AND RATER SEX
Authors: MORROW WILLIAM R. , LOWENBERG GEULA , LARSON STEPHEN , REDFEARN MICHAEL , SCHOONE JOAN
Published: December 2006

This study investigated main and interaction effects of memo quality, attributed author sex and organizational position, and rater sex on evaluation of business memos. Alternative questionnaire versions of four memos to be rated anonymously were mailed to about 500 members of a professional personnel association; 48% were returned. A 2×2×2×2 analysis of variance yielded a large main effect for memo quality; an interaction effect of attributed author sex and position and rater sex for two memos; and other interaction effects for single memos. The results are discussed.
THE EFFECTS OF REHEARSAL GROUP SIZE AND VIDEO FEEDBACK IN BEHAVIOR MODELING TRAINING
Authors: DECKER PHILLIP J.
Published: December 2006

This study was done to assess the effects of the number of observers present during behavioral rehearsal (one or ten) and the presence or absence of videotaped replays of each rehearsal attempt on accurate reproduction of a model's performance. The study was done as part of a behavior modeling training program designed to teach college students eight key behaviors for doing on‐the‐job training. Thirty‐six students were drawn from two evening business school courses and randomly assigned to three experimental conditions (i.e., one observer/videotaped feedback, large group observing/videotaped feedback, and large group observing/no videotaped feedback) during the behavioral rehearsal portion of the program. This investigation revealed that the presence of one observer and videotaped feedback enhanced reproduction scores. Reproduction was measured by three different methods. Possible theoretical explanations for these results are discussed. Implications for the practice of behavior modeling are suggested.
CROSS‐SITUATIONAL SPECIFICITY IN MANAGERs' PERCEPTIONS OF SUBORDINATE PERFORMANCE, ATTRIBUTIONS, AND LEADER BEHAVIORS
Authors: JAMES LAWRENCE R. , WHITE JOHN F.
Published: December 2006

Managers' perceptions of subordinates' performance, causes (attributions) of subordinates' performance, and the leader behaviors they employed toward subordinates were examined from the standpoint of cross‐situational consistency versus cross‐situational specificity. Cross‐situational consistency would be indicated if managers' perceptions of performance, attributions, and leader behaviors were stable over different situations, whereas cross‐situational specificity would be indicated if these same perceptions indicated reliable variation, as a function of situation. Empirical results for 377 Navy managers provided strong support for cross‐situational specificity. Results are discussed in relation to prior research, generated by interactional theory on consistency versus specificity of responses across situations, and in relation to research and developmental needs in leadership, attribution theory, and performance evaluation.
MOTIVATION AND VALUES AMONG JAPANESE AND AMERICAN MANAGERS
Authors: HOWARD ANN , SHUDO KEITARO , UMESHIMA MIYO
Published: December 2006

There have been recent claims in the popular literature about the superiority of the Japanese‐inspired participative principles of “Theory Z” management for business productivity. Yet motivational and value differences that might support these principles have seldom been evaluated psychometrically. In response to this need, middle‐aged Japanese and American business managers were administered the Rokeach Values Survey and a questionnaire measure of upward mobility desires (Sarnoff). Results showed the Japanese attached greater importance to socially beneficial values in contrast to the American emphasis on individuality and straightforwardness. Yet the Japanese also showed greater valuation of accomplishments and, on the motivational instrument, more interest in advancement, money, and forward striving. Since the latter characteristics tend to be those most associated with success, it is suggested that achievement and advancement motivation may be one fuel for Japanese productivity and collective actions only their method for disciplining and rewarding it.
AN EVALUATION OF THREE “ALTERNATIVE” SELECTION PROCEDURES1
Authors: HOUGH LEAETTA M. , KEYES MARGARET A. , DUNNETTE MARVIN D.
Published: December 2006

A content‐oriented strategy was used to develop three “alternative” selection inventories designed to reflect the content domain of positions held by attorneys employed with a large federal agency. These inventories and three “traditional” inventories were completed by 329 of the agency attorneys as part of a concurrent validation study. Criterion‐related validities of two of the “traditional” inventories (a Background Inventory and an Interest and Opinion Inventory) and one of the alternative inventories (an “Accomplishment Record”SM Inventory were shown to be both statistically and practically significant. The special features and advantages of the “Accomplishment Record” Inventory as an alternative selection procedure are discussed.
THE 12‐HOUR WORK DAY: DIFFERING EMPLOYEE REACTIONS
Authors: BREAUGH JAMES A.
Published: December 2006

This field study examined the reactions of non‐exempt employees (N=671) to utilizing a “compressed word schedule” (i.e., 12‐hour shifts) for staffing a continuous process plant which operated 24‐hours per day/seven days per week. The 12‐hour shifts were fixed with shifts changing at noon and at midnight. Based upon previous research, it was hypothesized that employees who had actually worked the 12‐hour schedule would be more positive towards it than would employees who had never worked it. This was found to be the case. For example, those who had worked the 12‐hour schedule saw the compressed schedule as being less fatiguing, saving on commuting cost and time, providing a more regular sleep pattern, and providing more usable time off. A second hypothesis concerned only those working the 12‐hour shift. It was hypothesized that those employees working the 12 PM to 12 AM shift would be “less out of phase” with physiological and social rhythms and, thus, react more positively to the 12‐hour shift than employees working the 12 AM to 12 PM shift. This hypothesis was strongly supported.
EMPLOYING CONJOINT ANALYSIS IN MAKING COMPENSATION DECISIONS
Authors: KIENAST PHILIP , MACLACHLAN DOUGLAS , MCALISTER LEIGH , SAMPSON DAVID
Published: December 2006

A method employing conjoint analysis that generates utility/cost ratios for various elements of the compensation package is described. Its superiority to simple preference surveys is examined relative to optimizing the level of employee satisfaction at any given expenditure level. Results of a study of the use of this method in fringe benefit planning in a large financial institution are reported.
A PROCESS‐ORIENTED INVESTIGATION OF RECRUITMENT SOURCE EFFECTIVENESS1
Authors: TAYLOR M. SUSAN , SCHMIDT DONALD W.
Published: December 2006

Two hypotheses explaining the causes of differences in recruitment source effectiveness, the realism of job information provided and the characteristics of individuals recruited, were tested on a sample of packaging plant employees. Seven recruitment sources used by the plant were found to differ in effectiveness as measured by attendance, performance and tenure. The hypothesis that recruitment sources differ because they reach individuals from different applicant populations received strongest support. Implications of the findings for future research and for organizational recruitment programs are discussed.
INTERVIEWER VALIDITY AND RELIABILITY: AN INDIVIDUAL ANALYSIS APPROACH
Authors: ZEDECK SHELDON , TZINER AHARON , MIDDLESTADT SUSAN E.
Published: December 2006

Interviewer reliability, validity, and strategy for information integration were studied by analysis of data across interviewers and, also, by within, individual interviewer analysis. Candidates (N= 412) for selection to a military division of a national defense organization were interviewed by 10 female interviewers and assessed on nine behaviorally anchored dimensions. Candidates (N = 131) subsequently admitted to officers' training school were evaluated, for the purposes of this study, on 19 dimensions and on an overall evaluation taken at six and twelve week points. Results of analyses of data across interviewers indicated that interviewers functioned in a similar fashion, using few of the dimensions in their decisions whereas analyses of individual interviewers indicated higher reliability and individual differences among interviewers' strategy formation. Analysis across interviewers of the relationship of the interview decision to six and twelve week training performance evaluations indicated no validity for the interview decision. Analysis of individual interview strategies revealed differences among the interviewers only at the six week point. Results are discussed with regard to methodological problems, interview strategy differences, criteria dimensionality, fruitfulness of individual, within interviewer analyses, and purpose of the interview.
OPEN A NEW WINDOW IN RATIONAL RESEARCH PLANNING: ADJUST ALPHA TO MAXIMIZE STATISTICAL POWER
Authors: CASCIO WAYNE F. , ZEDECK SHELDON
Published: December 2006

Alternative strategies for optimizing statistical power in applied psychological research are considered. Increasing sample size and combining predictors in order to yield a useful effect size are well‐known tactics for increasing power. A third approach, increasing alpha, is rarely used because of zealous adherence to convention. There are two related aspects in setting the alpha level. First, the relative seriousness of Type I and Type II errors must be considered. This assessment must then be qualified and redetermined after taking into account the prior probability that an effect exists. Procedures that make these processes objective are demonstrated. When sample size and effect size are both fixed, increasing alpha may be the only feasible strategy for maximizing power. It is concluded that a priori power analysis should be a major consideration in any test of an hypothesis, and that alpha level adjustment should be viewed as a useful strategy for increasing power.
A SIMPLIFIED APPROACH TO THE EVALUATION OF FAIRNESS IN EMPLOYEE SELECTION PROCEDURES
Authors: LAWSHE C. H.
Published: December 2006

Employers who defend the use of selection tests by a criterion‐related validity analysis are required by the Federal Uniform Guidelines on Employee Selection Procedures to conduct studies on “unfairness” when technically feasible. While application of the classical Cleary model totally satisfies the guideline definition of unfairness, difficulties arise when practitioners need to explain the mathematical procedures to attorneys, judges, and others without statistical backgrounds. These difficulties can be minimized or avoided by utilizing the simplified procedures demonstrated.
QUESTIONING THE EFFECTIVENESS OF BEHAVIOR MODELING TRAINING IN AN INDUSTRIAL SETTING1
Authors: RUSSELL JAMES S. , WEXLEY KENNETH N. , HUNTER JOHN E.
Published: December 2006

The intention of this study was to improve behavioral modeling's effectiveness by substituting managers for professional trainers and to evaluate the effect on 44 male supervisors using Kirkpatrick's four levels of evaluation: reaction, learning, behavior on the job, and performance. Twenty‐two supervisors were trained with six behavior modeling modules and the effect was compared to a control group consisting of 22 supervisors. The research also examined the effects of trainees’ self‐esteem and the perceived power of the trainers. The results showed that behavior modeling resulted in favorable reactions and an increase in learning, but did not produce behavior change on the job, or improved performance results. Power and self‐esteem did not moderate the training effectiveness. The findings are compared with previous behavior modeling research. The discussion concludes with a recommendation for researchers to identify more complete theoretical models which explain behavioral change on the job (e.g., Maltz's theory of psycho‐cybernetics) as opposed to relying solely on Bandura's social learning theory.
PREDICTING TEST PERFORMANCE: A CONTENT VALID APPROACH TO SCREENING APPLICANTS
Authors: PANNONE RONALD D.
Published: December 2006

This study examined the validity of a rationally developed biographical questionnaire for predicting content valid test performance for electrician applicants (N= 221). Job analysis task statements were utilized as biographical items, and applicants were required to rate their previous work experience regarding each task. The utility of the questionnaire in screening applicant populations was shown to be both statistically and practically significant. EEOC implications are discussed.
EFFECTS OF ASSESSORSHIP ON MANAGERs' PROFICIENCY IN ACQUIRING, EVALUATING, AND COMMUNICATING INFORMATION ABOUT PEOPLE
Authors: LORENZO ROBERT V.
Published: December 2006

This study investigated the developmental effects of assessorship, i.e., serving as a trained member of an assessment center staff, on managers' proficiency in three categories of behavior: acquiring, evaluating, and communicating information about people. Eighty managers selected to serve as assessors in a management assessment center were assigned to one of two experimental groups. Immediately prior to assessor training, one group participated in three exercises designed to measure proficiency in the criterion behaviors. The other group participated in these exercises after they had accumulated at least 3 months of full‐time experience as assessors. The results indicate that the experienced assessors were more proficient in interviewing another individual to obtain relevant information about job candidates, verbally presenting and defending information about others' managerial qualifications, and communicating this information in concise written reports. Also, the experienced assessors' ratings of videotaped ratees' managerial ability possessed somewhat superior psychometric properties.
INTRODUCING NEW METHODS FOR CONDUCTING TRAINING EVALUATION AND FOR LINKING TRAINING EVALUATION TO PROGRAM REDESIGN
Authors: FORD J. KEVIN , WROTEN STEVEN P.
Published: December 2006

While training has been conceptualized as a continually evolving process, the existing literature fails to provide adequate strategies for linking training evaluation to training needs reassessment and program redesign. This article presents two studies which describe methodologies developed for a police recruit training program to address these deficiencies in the literature. In Study 1, Lawshe's (1975) Content Validity Ratio (CVR) approach was used to establish the job relatedness of the content of the training program. Results supported the job relatedness of the training program as the average CVR value was 27 (p < 05; N= 105). In study 2, a new methodology, the Matching Technique, was used to directly compare current training emphasis with training needs. Results demonstrated a close match of emphasis and training needs for the training program. One content area of relative training deficiency was further examined to illustrate the power of the Matching Technique for identifying areas requiring training redesign.