bluuebunny/crossref_metadata_2025 huggingface dataset:
Testing reciprocal relationships between job characteristics and psychological well‐being: A cross‐lagged structural equation model
Authors: de Jonge Jan , Dormann Christian , Janssen Peter P. M. , Dollard Maureen F. , Landeweerd Jan A. , Nijhuis Frans J. N.
Published: February 2003

This article describes a two‐wave panel study which was carried out to examine reciprocal relationships between job characteristics and work‐related psychological well‐being. Hypotheses were tested in a sample of 261 health care professionals using structural equation modelling (LISREL 8). Controlling for gender, age, and negative affectivity, the results primarily supported the hypothesis that Time 1 job characteristics influence Time 2 psychological well‐being. More specifically, Time 2 job satisfaction was determined by Time 1 job demands and workplace social support, respectively. Furthermore, there was also some preliminary but weak evidence for reversed cross‐lagged effects since Time 1 emotional exhaustion seemed to be the causal dominant factor with respect to Time 2 (perceived) job demands. In conclusion, this study builds on earlier cross‐sectional and longitudinal findings by eliminating confounding factors and diminishing methodological deficiencies. Empirical support for the influence of job characteristics on psychological well‐being affirms what several theoretical models have postulated to be the causal ordering among job characteristics and work‐related psychological well‐being.
Thinking differently: Assessing nonlinearities in the relationship between work attitudes and job performance using a Bayesian neural network
Authors: Somers Mark John
Published: February 2003

The relationship between work attitudes and individual job performance was investigated using artificial neural networks (ANNs). ANNs use pattern recognition algorithms that are well suited to capturing nonlinear relationships among variables thereby providing a new perspective on research on this topic area. Results from the neural network analysis provided strong evidence of nonlinearity suggesting that nonlinear models are needed to understand the work attitude‐job performance relationship. In so doing, the neural network model had greater predictive accuracy than did traditional OLS regression. Implications of this finding for theory development and future research were discussed.
No es como mí: Relational demography and conflict in a Mexican production facility
Authors: Pelled Lisa Hope , Xin Katherine R. , Weiss Allen M.
Published: February 2003

In recent years management scholars have conducted an array of studies on relational demography. Most of this research, however, has taken place in the USA. Also, few of these prior investigations have looked at the role of moderators. In an effort to begin addressing those gaps, this study assessed the relationship between individual demographic dissimilarity and conflict in a Central Mexican workplace; additionally, it examined the moderating role of supervisor facilitation. Data from 190 Mexican workers revealed that in this study, as in comparable US studies, conflict had a two‐dimensional structure consisting of task conflict and emotional conflict. Associations between relational demography and conflict, however, were not identical to those previously found in the USA. Individual dissimilarity in age was positively associated with emotional conflict, while individual dissimilarity in tenure was negatively associated with both task and emotional conflict. Supervisor facilitation moderated the relationships between tenure dissimilarity and conflict. These results suggest that greater attention to demography effects, as well as moderators of those effects, in Mexico is warranted.
Testing the discriminant validity of occupational entrenchment
Authors: Blau Gary
Published: February 2003

Using a sample of medical technologists (MTs) over a 5‐year time period, this study's results suggest that occupational entrenchment (Carson, Carson, & Medeian, 1995) may be better represented as a two‐dimension, i.e. accumulated costs and limited alternatives, vs. three‐dimension, i.e. investments, emotional costs, and limited alternatives, construct. Results show that professional commitment, job satisfaction, job involvement, and organizational support were more strongly positively related to accumulated costs than limited alternatives, while externality (locus of control) and lower work ethic were more strongly related to limited alternatives than accumulated costs. It is speculated that these results may be useful in future research on the broader construct of occupational commitment.
Within‐occupation sources of variance in Incumbent Perception of Job Complexity
Authors: Ganzach Yoav , Pazy Asya
Published: February 2003

This study shows that, when occupational complexity is controlled for, intelligence has a significant positive effect on Incumbent Perception of Job Complexity (IPJC), in contrast to the negative effect it has on job satisfaction. This result is interpreted to imply that a significant portion of the within‐occupation variance in IPJC reflects true variance in job complexity. Implications for the measurement of job complexity and for the processes that determine job complexity are discussed.
Epistemology and work psychology: New agendas
Authors: Johnson Phil , Cassell Catherine
Published: February 2003

The aim of this paper is to examine current epistemological debates within psychology and social science generally, and to explicate their significance for the way in which work psychology research is conducted. It is argued that although there have been a number of recent critiques of the epistemological and methodological base of psychology, the research base of work psychology has come in for little such attention. The result has been a lack of reflexivity on the part of work psychologists. One potential challenge to this status quo comes from postmodernism which has had a significant impact on other areas of social science. This paper illustrates some of the key tensions and debates that result from extending these epistemological debates to the realm of work psychology. It is argued that a consideration of epistemology is important for work psychologists; and that different approaches to positivism, such as postmodernism, can provide us with different ways of examining and conducting work psychology research. The importance of epistemological reflexivity is highlighted within the paper: that is the researcher makes explicit, and critically reflects upon, the epistemological assumptions that underlie their own work. Finally, the authors assess the implications of this for work psychology research and practice generally.
Survivor reactions to organizational downsizing: Does time ease the pain?
Authors: Allen Tammy D. , Freeman Deena M. , Russell Joyce E. A. , Reizenstein Richard C. , Rentz Joseph O.
Published: February 2003

The present study used work role transitions theory as a guiding framework for examining changes in survivors' attitudes following an organizational downsizing. A total of 106 managers experiencing a downsizing provided data regarding organizational commitment, turnover intentions, job involvement, role clarity, role overload, satisfaction with top management, and satisfaction with job security at three different times. Although the results generally indicated that downsizing had a significant impact on work attitudes, that the impact varied over time, and that the initial impact was generally negative; different patterns of results among the job attitudes studied were also observed. For example, satisfaction with top management increased across time, while job involvement decreased. Findings also indicated that changes in role clarity, role overload, satisfaction with top management, and satisfaction with job security were significantly related to changes in organizational commitment and turnover intentions. Changes in job involvement also moderated several relationships such that there was a stronger relationship between the independent variable and the outcome variable when job involvement was higher than when job involvement was lower. Theoretical and practical implications of the findings and directions for future research are discussed.
Age and personality in the British population between 16 and 64 years
Authors: Warr Peter , Miles Anthony , Platts Conall
Published: February 2003

Responses to five established personality scales (CPI, OPQ CM5.2, OPQ32n, FIRO‐B and MBTI) were obtained from large samples of the British population between 16 and 64 years of age. Significant age differences were present for about half the scales, and non‐linear patterns occurred in 10% of cases. Older people were found to be, for instance, more conscientious, traditional and careful in interaction with others, and less sociable, outgoing, change orientated and career motivated. No age differences were present for traits such as social confidence, assertiveness, independence, worrying and critical. Contrary to findings about fluid intelligence, personality variation around the mean at older ages was not greater than at younger ages.
The effects of cognitive style on leader‐member exchange: A study of manager‐subordinate dyads
Authors: Allinson Christopher W. , Armstrong Steven J. , Hayes John
Published: February 2003

The similarity‐attraction paradigm suggests that congruence between the cognitive styles of managers and their subordinates may result in positive leader‐member relationships. A study of 142 manager‐subordinate dyads in two large manufacturing organizations fails to support this idea. Findings suggest, however, that intuitive leaders may be less dominating and more nurturing than their analytic colleagues, and that they are more liked and respected by analytic members than analytic leaders are by intuitive members. Results also indicate that the degree of difference between leader and member cognitive styles may influence the nature of the relationship. Practical implications depend on whether cognitive style is stable or malleable.
Subordinates' information inquiry: Exploring the effect of perceived leadership style and individual differences
Authors: Madzar Svjetlana
Published: February 2003

An argument is developed and tested that a superior's perceived leadership style affects subordinates' information inquiry in an organizational setting. Transformational and transactional leadership theories were utilized to postulate that the content and frequency of information sought by a subordinate from his/her superior will vary depending on that superior's leadership style. This relationship was tested with individual difference predictors such as job‐related tolerance for ambiguity, organization‐based self‐esteem, and work‐domain goal orientation of subordinates, in mind. Empirical results, based on the field study using survey data and longitudinal checklist recording, show general support for the model.
Assessing the discriminant validity of the Leadership Practices Inventory
Authors: Carless Sally A.
Published: February 2003

Theories of transformational leadership attempt to describe leadership behaviours which are associated with above average performance by subordinates. Kouzes' and Posner's (1987) visionary leadership describes five key transformational leadership behaviours which can be assessed by the Leadership Practices Inventory (LPI: Kouzes & Posner, 1988). This study examined the construct validity of the LPI by using confirmatory factor analysis to test three alternate conceptual models. The sample consisted of 1400 subordinates who worked for an international finance company. It was concluded that LPI assessed an over‐arching higher order transformational leadership. The implications of the findings for management development programmes were discussed.
A critique and standardization of meta‐analytic validity coefficients in personnel selection
Authors: Hermelin Eran , Robertson Ivan T.
Published: February 2003

In personnel selection, variations in the interpretation and application of the Hunter and Schmidt meta‐analytic procedures often preclude a meaningful comparison between validity coefficients estimated by different meta‐analyses. In order to increase the comparability and accuracy of these coefficients, a standardized set of procedures and cumulated artifact distributions were used to correct 20 widely reported meta‐analytic validity coefficients estimated for six personnel selection methods (using job performance as the criterion). Structured interviews and cognitive ability tests demonstrated the highest operational validity. Seventeen of the 20 coefficients were found to be affected by moderators according to the Hunter and Schmidt 75% rule. On average, around 50% of variance in the meta‐analytic coefficients was explained by the correctable experimental artifacts of sampling error, direct range restriction in the predictor variable, and criterion unreliability. Limitations of this exercise and its implications for future research and practice are discussed.
The impact of videoconference technology, interview structure, and interviewer gender on interviewer evaluations in the employment interview: A field experiment
Authors: Chapman Derek S. , Rowe Patricia M.
Published: February 2003

Despite the growing use of communication technologies, such as videoconferencing, in recruiting and selection, there is little research examining whether these technologies influence interviewers' perceptions of candidates. The present field experiment analysed evaluations of 92 real job applicants who were randomly assigned either to be interviewed face‐to‐face (FTF) (N = 48) or using a desktop videoconference system (N = 44). The results show a bias in favour of the videoconference applicants relative to FTF applicants, F(1,91) = 7.35, p = .01. A significant interaction of interview structure and interviewer gender was also found, F(1,91) = 3.70, p < .05, with female interviewers using an unstructured interview rating applicants significantly higher than males or females using a structured interview. Interview structure did not significantly moderate the influence of interview medium on interviewers' evaluations of applicants. These findings highlight the need to be aware of potential biases resulting from the use of communication technologies in the hiring process.
Pay fairness and employee outcomes: Exacerbation and attenuation effects of financial need
Authors: Shaw Jason D. , Gupta Nina
Published: February 2003

The consequences of pay fairness perceptions are rarely explored, in part because of the lack of a compelling theory which relates pay attitudes directly to distal health and behavioural outcomes. We propose financial need as a potential moderator of the relationship between pay fairness and employees' physical health, psychological health, and work‐related behaviours. Differential exacerbating and attenuating effects are predicted for various outcomes. In a longitudinal study of 651 employees of five American mid‐western organizations, exacerbation predictions were strongly supported in cross‐sectional analyses for life satisfaction, depression, and somatic complaints. Attenuation predictions received support cross‐sectionally and longitudinally for job search intent, but were not supported for performance, absenteeism, or voluntary turnover. The importance of these results for understanding pay dynamics and for outlining mid‐range theories is highlighted.
Causes and consequences of perceived goal differences between departments within manufacturing organizations
Authors: Nauta Aukje , Sanders Karin
Published: February 2003

Differences between departments' perceptions of goals are assumed to impede interdepartmental coordination because they are often biased and therefore likely to be related to interdepartmental conflict. Results from a study in 11 manufacturing organizations among 120 employees in manufacturing, planning and marketing departments show that employees believed that they pursued goals that are valuable to the organization more strongly than other departments. Manufacturing and marketing employees perceived the largest goal differences with regard to their own department goals. Planning employees perceived the largest goal differences with the manufacturing department with regard to the goals of marketing, and with the marketing department with regard to manufacturing goals. This suggests that the ‘boundaries’ of the social identity of planning employees seem to change depending on which comparison is salient. The more an organization had an integrative strategy of competing on both low cost and high customer service, the smaller were some of the perceived goal differences. Furthermore, perceived goal differences were positively related to interdepartmental conflict frequency and seriousness. This study demonstrates the importance of reducing perceived goal differences, which can be achieved partly by interventions at the organizational level.
To move or not to move: Factors affecting employees' actual relocation when an entire plant moves
Authors: Sagie Abraham , Krausz Moshe , Weinstain Yehuda
Published: February 2003

Plant relocation is an organizational change affecting not only the employees' working life, but also their non‐working life. Most of the previous studies in the field focused on individual rather than plant relocation, and/or measured workers' initial relocation decision rather than their actual mobility. Based on role theory, the current study aimed to explore the impact of the roles of organization member, career holder, and family person, on the employee actual relocation. Prior to a relocation of an entire Israeli plant to a new site, we collected the responses of 91 employees. Afterwards, we tested whether the respondents actually relocated. Using discriminant analysis, the relative contributions of biographical and attitudinal variables associated with the above three roles to the discrimination between movers and non‐movers were determined. The results show that as compared to the non‐movers, movers were younger in age, had higher family support, and intended to remain longer in the organization. Theoretical and practical implications of the findings are discussed.
Exploring the relationship between workspace density and employee attitudinal reactions: An integrative model
Authors: Fried Yitzhak , Slowik Linda Haynes , Ben‐David Haim Ailan , Tiegs Robert B.
Published: February 2003

We have attempted to explore the inconsistent results in the literature concerning employee reactions to workspace density by examining the simultaneous moderating effects of job complexity and organizational tenure on the relationship between workspace density and three attitudinal outcomes: organizational commitment, job satisfaction, and co‐worker satisfaction. We found the strongest negative relations between density and reactions when job complexity and organizational tenure were high, simultaneously. Theoretical and practical implications of the study are discussed.
The construct validity of a Belgian assessment centre: A comparison of different models
Authors: Lievens Filip , Van Keer Etienne
Published: February 2003

This study investigates the construct validity of a Belgian assessment centre through a comprehensive set of confirmatory factor analysis models. In particular, the general confirmatory factor analysis approach as well as the correlated uniqueness approach are fitted to the same data. Results replicate Sagie and Magnezy's (1997) finding that the correlated uniqueness model is appropriate to represent exercise effects in assessment centres, as a good fit and no estimation problems are obtained. In this model the dimensions explain 36% of variance, revealing evidence of convergent validity. Possibly, this is due to the careful design of this assessment centre. Evidence of discriminant validity, however, is not established, as the dimension factors are highly correlated.
The practitioner‐researcher divide in Industrial, Work and Organizational (IWO) psychology: Where are we now, and where do we go from here?
Authors: Anderson Neil , Herriot Peter , Hodgkinson Gerard P.
Published: February 2003

There is current concern that the researcher, or academic, and the practitioner wings of our discipline are moving further apart. This divergence is likely to result in irrelevant theory and in untheorized and invalid practice. Such outcomes will damage our reputation and ultimately result in our fragmentation. We present a simple 2 × 2 model along the dimensions of relevance and rigour, with the four cells occupied by Popularist, Pragmatic, Pedantic, and Puerile Science, respectively. We argue that there has been a drift away from Pragmatic Science, high in both relevance and rigour, towards Pedantic and Popularist Science, and through them to Puerile Science. We support this argument by longitudinal analyses of the authorship of academic journal articles and then explain this drift in terms of our stakeholders. Powerful academics are the most immediate stakeholders for researchers, and they exercise their power in such a way as to increase the drift towards Pedantic Science. Organizational clients are the most powerful stakeholders for practitioners, and in their effort to address their urgent issues, they push practitioners towards Popularist Science. In the light of this analysis, we argue that we need to engage in political activity in order to reduce or redirect the influence of the key stakeholders. This can be done either directly, through our relationship with them, or indirectly, through others who influence them. Only by political action can the centrifugal forces away from Pragmatic Science be countered and a centripetal direction be established. Finally, we explore the implications of our analysis for the future development of members of our own profession.
Future work design research and practice: Towards an elaborated model of work design
Authors: Parker Sharon K. , Wall Toby D. , Cordery John L.
Published: February 2003

Developments in work design theory have not kept pace with the changes occurring in the organizational landscape. We propose a theoretical framework that specifies five categories of work design variables that span individual, group and organizational levels of analysis. Specifically, we propose an elaborated model of work design that includes: systematic consideration of antecedents of work characteristics; expansion of the traditional range of work characteristics to include aspects salient to the modern context; extension of the range of outcome variables beyond the existing narrow focus on affective reactions; analysis of the mechanisms, or processes, that explain why work characteristics lead to particular outcomes; and consideration of contingencies that moderate the effects of work characteristics. We argue that the particular choice of work design variables should be guided by theory and an analysis of the organizational context.
Personnel selection
Authors: Robertson Ivan T. , Smith Mike
Published: February 2003

The main elements in the design and validation of personnel selection procedures have been in place for many years. The role of job analysis, contemporary models of work performance and criteria are reviewed critically. After identifying some important issues and reviewing research work on attracting applicants, including applicant perceptions of personnel selection processes, the research on major personnel selection methods is reviewed. Recent work on cognitive ability has confirmed the good criterion‐related validity, but problems of adverse impact remain. Work on personality is progressing beyond studies designed simply to explore the criterion‐related validity of personality. Interview and assessment centre research is reviewed, and recent studies indicating the key constructs measured by both are discussed. In both cases, one of the key constructs measured seems to be generally cognitive ability. Biodata validity and the processes used to develop biodata instruments are also critically reviewed. The article concludes with a critical evaluation of the processes for obtaining validity evidence (primarily from meta‐analyses) and the limitations of the current state of the art. Speculative future prospects are briefly reviewed.
Performance appraisal and management: The developing research agenda
Authors: Fletcher Clive
Published: February 2003

Performance appraisal has widened as a concept and as a set of practices and in the form of performance management has become part of a more strategic approach to integrating HR activities and business policies. As a result of this, the research on the subject has moved beyond the limited confines of measurement issues and accuracy of performance ratings and has begun to focus more of social and motivational aspects of appraisal. This article identifies and discusses a number of themes and trends that together make up the developing research agenda for this field. It breaks these down in terms of the nature of appraisal and the context in which it operates. The former is considered in terms of contemporary thinking on the content of appraisal (contextual performance, goal orientation and self awareness) and the process of appraisal (appraiser‐appraisee interaction, and multi‐source feedback). The discussion of the context of appraisal concentrates on cultural differences and the impact of new technology. In reviewing these emerging areas of research, the article seeks to explore some of the implications for appraisal practice at both organizational and individual levels.
Well‐being and occupational health in the 21st century workplace
Authors: Sparks Kate , Faragher Brian , Cooper Cary L.
Published: February 2003

Over the last 40 years, major changes have taken place in the workplace. The growth in the use of information technology at work, the globalization of many industries, organizational restructuring, changes in work contracts and worktime scheduling have radically transformed the nature of work in many organizations. The workforce itself is also diversifying, with an increase in female participation, a growing number of dual‐earner couples and older workers. The present paper discusses the impact of these workplace transitions on employee well‐being. We focus on four issues that are current concerns for organizations and the workforce; job insecurity, work hours, control at work, and managerial style. For each topic, recent research is presented, with suggestions for future research and recommendations for practitioners working in the organizations of today. The paper concludes with some final considerations for researchers and practitioners that may benefit both employee well‐being and organizational effectiveness.
Schema, promise and mutuality: The building blocks of the psychological contract
Authors: Rousseau Denise M.
Published: February 2003

Understanding the dynamics of the psychological contract in employment is difficult without research into its formation. Unfortunately, far less research exists on the antecedents and formation of the psychological contract than on the consequences associated with it. Three concepts frequently studied in psychology are particularly important to advancing research on psychological contract formation: schemas, promises, and mutuality (i.e. objective and perceptual agreement). This article develops the implications these three concepts have for future research on psychological contract formation.
Young workers' work values, attitudes, and behaviours
Authors: Loughlin Catherine , Barling Julian
Published: February 2003

Young workers represent the workforce of the future. We discuss research on two major influences on young people's work‐related values, attitudes, and behaviours, namely family influences and work experiences. Particular emphasis is given to the role of young people's work experiences in shaping their future work‐related attitudes, values, and behaviours (an under‐researched area in occupational/ organizational psychology). To begin outlining a research agenda based on young workers, changes in the world of work and emerging areas of importance for the future generation of workers and their organizations are also highlighted (i.e. the rise in non‐standard employment, leadership, workplace health and safety and unions).
Perceptions of work contexts: Disentangling influences at multiple levels of analysis
Authors: Griffin Mark A. , Mathieu John E. , Jacobs Rick R.
Published: February 2003

Individuals' perceptions of work contexts are influenced by factors at both the individual level and the contextual level. However, methodological considerations have often resulted in researchers choosing a single level of analysis when studying perceptions of work environments. The current study investigated individual and contextual influences on teachers' satisfaction within school districts. Hierarchical Linear Models were proposed as a useful method for simultaneously assessing variation in perceptions of community support at two levels of analysis. Perceptions of support were found to vary systematically at both the individual and the organizational level. Hypotheses about different predictors of teacher perceptions at both levels of analysis and mediation across levels were supported. Implications for the assessment of employee perceptions in organizations are discussed.
Gender, context and leadership styles: A field study
Authors: Van Engen Marloes L. , Van der Leeden Rien , Willemsen Tineke M.
Published: February 2003

In a field study in department stores it was investigated whether the gender‐typing of the organizational context influences leadership behaviour of male and female managers. Shop assistants in masculine‐ to feminine‐typed departments described their manager in terms of task‐oriented, people‐oriented, and transformational leadership styles. As predicted, no gender differences in leadership styles were found. The gender‐typing of departments did not affect perceived leadership styles. Another contextual variable, the site of the department store, unexpectedly influenced leader behaviour.
The relationship of training motivation to participation in training and development
Authors: Tharenou Phyllis
Published: February 2003

The aim of this study was to assess how training motivation in terms of the expectation of gaining valued outcomes (i.e. motivation through expectation) and motivation to learn explains participation in training and development. Direct, mediator, and moderated explanations were tested. Survey data were gathered at Time 1 and a year later at Time 2, providing a longitudinal sample of 1705 Australians. Multiple regression analyses showed that, the higher the training motivation (both types), the more employees participated in training and development in the next 12 months, as they also did from higher supervisor support. Training motivation did not mediate the effects of the work environment on participation but moderated the prediction by employer support. Employer support predicted participation in training and development in the next 12 months more for employees with higher than lower training motivation. Motivation to learn and motivation through expectation, chiefly instrumentality, similarly explained participation in training and development.
Assessors' use of personality traits in descriptions of assessment centre candidates: A five‐factor model perspective
Authors: Lievens Filip , de Fruyt Filip , Van Dam Karen
Published: February 2003

In assessment centres assessors are typically taught to note down behavioural observations. However, previous studies have shown that about 20% of assessor notes contain trait descriptors. Instead of regarding these descriptors as errors, this study examines their position in a personality descriptive taxonomy (i.e. the AB5C taxonomy, see Hofstee, De Raad, & Goldberg, 1992) and relates them to employment recommendations. To this end, assessor notes of 403 assessees (214 men, 189 women; mean age 33 years) were scrutinized for personality descriptors. Results show that assessors, as a group, use descriptors referring to all five personality domains with a preference for positive Conscientiousness and Emotional Stability terms. The distribution of the Big Five categories differs across assessors and particularly across assessment centre exercises. Finally, three of the Big Five factors, namely Extraversion, Conscientiousness, and Openness, are related to the final employment recommendation.
An investigation of personality similarity effects (relational and perceived) on peer and supervisor ratings and the role of familiarity and liking
Authors: Strauss Judy P. , Barrick Murray R. , Connerley Mary L.
Published: February 2003

We examined the effect of similarity on performance ratings in two data sets (peers and supervisors). Surprisingly, there was minimal support for a relationship between relational personality (i.e. actual similarity on dimensions of the Five‐Factor Model of personality relevant for sales positions ‐ extraversion, conscientiousness, and emotional stability) and performance ratings in either data set. However, perceived similarity in these same dimensions related strongly to performance ratings. Furthermore, the results indicated no support for interpersonal familiarity as a moderator of the relationship between relational personality and perceived personality similarity. Finally, results provided moderate support for liking as a mediator of the perceived personality similarity‐performance rating relationship. Implications of the results for future research and practice are discussed.
Performance disparities between whites and ethnic minorities: Real differences or assessment bias?
Authors: Dewberry Chris
Published: February 2003

The relative performance of white and ethnic minority trainee lawyers in England was compared. Ethnic minority trainees were more than twice as likely to fail the compulsory training course for lawyers as whites, and this relatively poor performance applied to several different ethnic minority groups: Black Caribbeans, Black Africans, Asians, and other non‐whites. The possible effect of racial discrimination in the performance appraisal process was investigated by comparing the performance of the trainees in blind‐marked assessments with their performance in non‐blind marked ones. No evidence of racial discrimination by the assessors was found. The contribution of ethnicity to performance was investigated after controlling for several variables which might be confounded with ethnicity. Consistent with the results of North American research, a small but significant relationship was found between ethnicity and performance after controlling for several such factors. It is concluded that future research on the relationship between ethnicity and performance should focus not only on the possible influence of racial discrimination during the performance evaluation process but also on differences in the life experiences of people from different ethnic groups from childhood onwards.
Understanding learning strategies in the workplace: A factor analytic investigation
Authors: Holman David , Epitropaki Olga , Fernie Sue
Published: February 2003

The aim of this study was to validate a scale of learning strategies, as derived from the educational literature, in an organizational context. Participants were 628 call centre employees. Both exploratory and confirmatory factor analyses suggested that a six‐factor structure most accurately represented the learning strategies examined. Specifically, three cognitive (extrinsic work reflection, intrinsic work reflection, reproduction) and three behavioural strategies (interpersonal help seeking, help seeking from written material, practical application) were found.
Designated redundant but escaping lay‐off: A special group of lay‐off survivors
Authors: Armstrong‐Stassen Marjorie
Published: February 2003

A 3‐year longitudinal panel study compared employees who had been declared redundant (N =49) in the initial downsizing stage, but who remained in the organization, and employees who had not been designated redundant (N =118). During the downsizing period, those who were declared redundant reported a significant decline in organizational trust and commitment compared with those who were not designated redundant. However, in the post‐downsizing period those who had been designated redundant reported a significant increase in their job satisfaction, trust in the organization and organizational commitment, reporting higher levels on these factors than survivors who had not been designated redundant. There were no significant differences between the two groups for self‐reported job performance, perceived job security and perceived organizational morale but there were significant time effects. Perceived job security showed a dramatic increase at Time 3 following the involuntary departure phase of the downsizing and continued to increase significantly, so that perceived job security in the post‐downsizing period was significantly higher than during any of the three downsizing phases. Survivors reported a significant decline in job performance in the early phases of the downsizing and in the post‐downsizing period 3 years later job performance remained slightly below the initial level. Although there was a significant increase in perceived organizational morale in the post‐downsizing period, the level of perceived morale continued to be below the mid‐point of the scale. The level of organizational trust showed a similar trend indicating that downsizing has a long‐term negative effect on these two variables.
Reducing latent deprivation during unemployment: The role of meaningful leisure activity
Authors: Waters Lea E. , Moore Kathleen A.
Published: February 2003

The aim of this study was to investigate the role of meaningful leisure activity in reducing latent deprivation during unemployment. Samples of unemployed (N =201) and employed (N =128) participants were asked to rate their levels of latent deprivation using the Access to Categories of Experience Scale. They were also asked to complete the Profile of Mood States depression subscale, Adult Self‐Perception Profile, Meaningful Leisure Activities Questionnaire, and to rate the frequency with which they engaged in social and solitary leisure activities. Results indicate that unemployed participants engaged in social leisure activities less frequently than employed participants and solitary leisure activities more frequently; and they reported higher perceived latent deprivation, higher depressive affect and lower self‐esteem. Structural Equation Modelling revealed that a sense of latent deprivation contributed to depressive affect and reduced self‐esteem in both unemployed and employed samples, although the impact of latent deprivation upon depressive affect and self‐esteem was significantly greater in the unemployed sample. The meaning attained through social and solitary leisure activities acted to reduce perceived latent deprivation, and thus psychological distress, in unemployed participants. However, only social leisure activities had an impact upon latent deprivation and psychological health in the employed sample. Overall, these findings suggest that participation in leisure activities that are meaningful, rather than simply frequent, may be a constructive and readily achievable coping response during unemployment.
Social stressors at work, irritation, and depressive symptoms: Accounting for unmeasured third variables in a multi‐wave study
Authors: Dormann Christian , Zapf Dieter
Published: February 2003

This article investigates the relationship between social stressors, comprising conflicts with co‐workers and supervisors and social animosities at work, irritation and depressive symptoms. It is argued that only a few mediation hypotheses have been investigated in organizational stress research. In the present study it was hypothesized that irritation mediates the effect of social stressors on depressive symptoms. This hypothesis was tested using four waves of a six‐wave longitudinal study based on a representative sample (N =313) of the residents of Dresden, Germany. The advantages of longitudinal designs were comprehensively used including the testing of different time lags, the testing of reversed causation, and modelling of unmeasured third variables that may have spuriously created the pattern of observed relationships. Structural equation modelling provided evidence for the proposed mediation mechanism and suggests that time lags of at least 2 years are required to demonstrate the effects.
Locus of control, attributions and impression management in the selection interview
Authors: Silvester Joanne , Anderson‐Gough Fiona Mary , Anderson Neil R. , Mohamed Afandi R.
Published: February 2003

Surprisingly little is known about the ways in which candidates create positive impressions during employment interviews. Three studies are presented which investigate how candidate and interviewer locus of control influence preferences for three categories of explanations proffered by candidates during graduate recruitment interviews. In Study 1, we asked 139 undergraduate students and 37 personnel managers to rate internal‐controllable, internal‐uncontrollable and externaluncontrollable candidate attributions for hypothetical past events according to the likelihood of each producing a positive impression during a selection interview. Students also completed Rotter's Locus of Control questionnaire and the Interview Behaviour Scales. Students and personnel managers rated internal‐controllable attributions most likely to create a positive impression. However, students with an external LoC rated external‐uncontrollable explanations and internal‐controllable explanations as being equally likely to convey a positive impression. In Study 2 a group of 62 candidates applying for actual positions with a company completed the same attribution questionnaire prior to first‐stage interviews. Interviewer ratings of candidate performance correlated positively with ratings of internal‐controllable explanations (r =.36, p< .001). In Study 3, a sample of 103 experienced interviewers completed the attribution questionnaire and the WLOC. All interviewers rated internal‐controllable attributions most likely to convey a positive impression of a candidate. However, locus of control mediated preference for candidate attributions such that ‘External’ interviewers rated external‐uncontrollable attributions significantly more likely to convey a positive impression than ‘Internal’ interviewers. The implications of these findings for impression management and interview selection decisions are discussed.
Using a single‐item approach to measure facet job satisfaction
Authors: Nagy Mark S.
Published: February 2003

This study builds on the work of Wanous, Reichers, and Hudy (1997) by investigating the use of a single‐item approach measuring facet satisfaction. Participants consisted of 207 employees from a variety of organizations who completed a job satisfaction survey containing the Job Descriptive Index (JDI) as well as a single‐item which also measured each of five JDI facets. Results indicated that the single‐item facet measure was significantly correlated with each of the JDI facets (correlations ranged from .60 to .72). Results also indicated that the single‐item approach compared favourably to the JDI and in some cases accounted for incremental variance in self‐reported job performance and intentions to turnover. Implications include the notions that single‐item measures may be easier and take less time to complete, may be less expensive, may contain more face validity, and may be more flexible than multiple‐item scales measuring facet satisfaction.
Predictors of attitudes toward a 360‐degree feedback system and involvement in post‐feedback management development activity
Authors: Maurer Todd J. , Mitchell Debora R. D. , Barbeite Francisco G.
Published: February 2003

This study examined predictors of 150 managers' attitudes toward a 360‐degree feedback system and their degree of involvement in on‐ and off‐the‐job development activity in response to the feedback, as reported an average of 10 months following receipt of feedback. Three sets of predictors were: (a) feedback ratings from four sources (supervisor, peer, subordinate, self), (b) individual characteristics of the feedback recipients and, (c) perceived characteristics of the feedback recipients' work contexts. Despite adequate statistical power, few relationships were observed between feedback ratings and subsequent involvement in development activities and attitudes toward the feedback system. Three exceptions were a positive relationship between subordinate and peer ratings of managers and managers' attitudes toward the system as well as an interaction between self and peer ratings: the more unique or different peer ratings were compared to self‐ratings, the more favourable ratee attitudes toward the system were. Other predictors of these dependent variables were: (1) a work context that includes people who are supportive of skill development (i.e. social support) and, (2) beliefs by feedback recipients that it is not only possible for people to improve their skills (i.e. incremental implicit theory of skill malleability), but also that they themselves are capable of improving and developing (i.e. self‐efficacy for development). These results suggest that there are variables which are just as important (or possibly even more important) than differences in feedback level for predicting attitudes toward the feedback system and subsequent involvement in development activity following feedback. Practical implications, limitations, and suggestions for future research are discussed.
Exercise order and assessment centre performance
Authors: Bycio Peter , Zoogah Baniyelme
Published: February 2003

Ratings from an operational assessment centre (AC) were examined as a function of the order that candidates participated in the assessments. Assessment scheduling had a significant multivariate effect on the preconsensus exercise‐based ratings. The effect was small, however, accounting for at most 1% of the rating variance. Differences in exercise order were seen as being unlikely to result in serious unfairness to applicants, although programme designers should be sensitive to the possibility of early vs. late‐day performance differences.
Confidence at the group level of analysis: A longitudinal investigation of the relationship between potency and team effectiveness
Authors: Pearce Craig L. , Gallagher Cynthia A. , Ensley Michael D.
Published: February 2003

Our longitudinal field study investigated the relationship between team potency and team effectiveness. The sample for this study was drawn from 71 change management teams from an automotive firm in the USA. Team potency ratings were obtained from team members. Team effectiveness ratings were obtained from team members, team leaders and external raters. Results indicated that team effectiveness and team potency are reciprocally and longitudinally related (p< .01).