bluuebunny/crossref_metadata_2025_split huggingface dataset:
Relation of Personnel Statistics to Organizational Structure1
Authors: WEISS EDWARD C. 
Published: December 2006

SummaryOn THE basis of the responses of 60 firms to a 22 item checklist, a “centralized‐decentralized” scoring procedure was developed. Thirty‐four of the firms supplied additional data on labor turnover, absenteeism, accidents, grievances, etc. One tailed “t” tests failed to reveal any significant differences between companies classified as “centralized” and those classified as “decentralized.”
Relation of Workers Expectation to Satisfaction with Supervisor1
Authors: FOA URIEL G. 
Published: December 2006

SummaryA number of investigations, carried out at the Survey Research Center of the University of Michigan, have shown a consistent relationship between certain patterns of supervisory behavior and workers’satisfaction (3).The findings of the present study, which deals with Israeli workers, seem to confirm the conclusions reached at the University of Michigan: a stern attitude on the part of the supervisor goes together with lower satisfaction of the worker. When the worker's expectation, with regard to the behavior of the supervisor, is also considered, a different picture is, however, revealed : a certain supervisory attitude might lead to different levels of worker's satisfaction, according to whether such an attitude conforms or not with the expectation of the worker.
Union Leadership and Member Participation
Authors: KAHN ROBERT L. , TANNENBAUM ARNOLD S. 
Published: December 2006

SummaryThere is a substantial body of research which documents the importance of the leader's interpersonal skills in determining the attitudes and behavior of group members. Most of this work has been done in industry and has been concentrated on the relationship between the foreman and his men. The present article represents an attempt to replicate several of the well‐established industrial findings on a different population–union stewards and the members of their shops.Participation in union activities was regarded as the analog of individual productivity, and it was predicted that this criterion would be related to the perceived leadership skills of the steward in (1) communicating to the men, (2) involving them in decision making, (3) providing “help” to the men, and (4) taking personal interest in how the men get along on the job.These relationships were tested in four local unions of the industrial type in southern Michigan. The locals had been selected to differ with respect to the participation criterion. Data were collected by written questionnaire, with telephone and personal follow‐up. Results were substantially as predicted, with the rank order of locals on the leadership dimensions corresponding closely to the ranking on the participation criterion.
Management Attitudes Toward Employrnent Tests
Authors: WARE FREDRIC L. , KERR WILLARD A. 
Published: December 2006

SummaryThis is the second in a series of studies on attitudes of industrial personnel toward employment tests. A total of 116 executives in a variety of industries returned a questionnaire similar to that used to poll workers in a previous study. Intercorrelations were computed among variables of importance. In general, management believes employment tests to be valuable aids in selection and placement. Furthermore, executives also indicate a much more favorable opinion of how employees react to tests than was previously supposed. The authors conclude that employer reluctance to adopt scientific selection procedures probably should not be attributed to poor managerial opinions of tests and false beliefs about worker reactions toward tests.
Improved Selection For Technical Training
Authors: DAILEY JOHN T. , LEVINE ABRAHAM S. 
Published: December 2006

SummarySelection of electronics personnel in the U. S. Navy has been substantially improved during the last two years. This improvement has been effected by the use of “achievement” tests in conjunction with “aptitude” tests. These “achievement” tests, as well as being appropriate as to subject‐matter content, are also pitched at difficulty levels commensurate with the high level of the trainees in the technical schools. This results in an increment in predictive efficiency of a magnitude hitherto unattainable by the mere addition of other aptitude tests to an operational battery of a small number of effective aptitude tests. This finding has important theoretical as well as practical implications and is serving as the basis for revamping the entire enlisted classification testing procedures in the Navy.
Validation Studies Involving Successive Classes of Trainee Stenographers1
Authors: BENDER W. R. G. , LOVELESS H. E. 
Published: December 2006

SummaryThis article is a summary of four validation studies conducted during 1951–1955. Subjects participating in these studies were 171 young females, recently graduated from high school, who were enrolled in four separate, and successive, classes in a work‐study type of stenographer training program. As trainees, these individuals attended business school four hours a day, five days a week, over a period of 38 weeks–usually beginning the latter part of June of each year. The remaining four hours a day were spent in business offices of the Du Pont Company at clerical tasks commensurate with ability. Throughout the training period, trainees were assigned to business offices in teams of two, so that one could be at work while the other attended school. At noon, teammates exchanged places.Certain selection techniques, such as psychological testing and interviewing, were used as an aid in determining qualifications of applicants for employment. Other techniques, including a four‐page biographical inventory and a one‐page teachers’appraisal blank, were also used, not as an aid to selection, but for the sole purpose of obtaining additional, pertinent information. Data obtained by all techniques were recorded systematically for analysis at a later date.Approximately two years after data had been collected on applicants, appraisals of stenographic performance, with regard to those selected, were obtained from supervision. These appraisals served as the criterion for determining validity of personnel evaluation techniques.Performance on the Turse Shorthand Aptitude Test and the Seashore‐Bennett Stenographic Proficiency Test was found to be positively related, in a statistically significant manner, to the criterion of stenographic performance. Furthermore, certain information obtained by interviewing, biographical inventory, and teachers’appraisal blank was found to be consistently related, in a statistically significant manner, to the same criterion. Consistency of these research findings from one class of trainees to the next, throughout four successive classes, are discussed in terms of a conceptual frame of reference concerning human growth, development, and behavior.
Navy Basic Test Battery Validity For Success in Naval Occupations1
Authors: MERENDA PETER F. 
Published: December 2006

Summary and ConclusionsThis study set out to investigate the predictive validity of the Navy Basic Test Battery in determining success of naval enlisted personnel on petty officer advancement examinations. The major hypothesis of the study was that the Battery possesses sufficient validity to warrant its use not only as a predictor of success in Navy service schools but also as a predictor of success in on‐the‐job training and on‐the‐job performance.To test this hypothesis two independent samples were taken, one year apart, from among populations of candidates for advancement in rating to petty officer, third class, in 23 naval occupations. The first sample was used to derive multiple regression equations from which criterion scores could be predicted on the basis of the Navy Basic Test Battery scores. The second sample was used to cross‐validate the regression weights of these equations through an analysis of the zero‐order relationship existing between predicted and actual obtained scores.For the 23 naval occupations studied, the multiple R's all proved to be both positive and significantly different from zero. Upon cross‐validation, all but one also proved to be both positive and significantly different from zero. The validity coefficients (multiple R's) of this study compared quite favorably with validity coefficients reported for the prediction of school success on the basis of the Test Battery Scores for naval apprentices in these same naval occupations.The major conclusions of this study are:1. The Navy Basic Test Battery has reasonably high predictive validity in determining success of naval apprentices in the 23 occupations studied.2. The use of the Navy Basic Test Battery should be extended to the selection of recruits for specific shipboard training as well as for selection of recruits for formal school training.
Organizational Correlates of the Goals of Business Managements
Authors: DENT JAMES K. 
Published: December 2006

SummaryThis paper presents the goals of business managements as expressed by the chief executives or deputy chiefs of 145 business establishments. The goals most frequently expressed by management are profits, public service in the form of good products, and employee welfare. But other goals are also important such as growth, efficiency, meeting competition, and operating the organization.Managers of large businesses more often speak of public service than do managers of small businesses, probably because they are relatively secure and because they are in the public eye. If they are unionized, large businesses show more interest in the welfare of their employees than do small businesses. If nonunion, the relationship is reversed. The explanation of these findings regarding expressed interest in employee welfare is probably complex, involving the psychological distance between manager and employee, the varying nature of collective bargaining, and the ideologies of owners and professional managers.The higher the proportion of white‐collar employees, the fewer the managers who mention profits. Similarly, the higher this proportion the more managers mention growth as a goal (but still not more than the number mentioning profits). These findings appear to reflect the varying cultural milieu of white‐collar and blue‐collar establishments. The finding becomes all the more important in view of the long‐term trend toward greater upgrading and professionalization of labor.Managers of “successful” growing businesses, like large businesses, more frequently speak of good products than do managers of declining businesses. They are also more interested in meeting and staying ahead of competitors. Their orientation is outward; they express less interest in such internal matters as running the organization. Although these findings do not directly contradict the position of Adam Smith that the public interest is best served by the pursuit of “own self‐interest,” they do suggest that the success of the business itself is furthered not by the pursuit of own self‐interest but by the pursuit of public service in the form of good products. On the other hand, there is no evidence in the present data that the managers' pursuit of broader social responsibilities, such as employee or community welfare, furthers the growth of the business.These data suggest that understanding and evaluation of organizations and institutions require a consideration of their broad functions and characteristics. It is the characteristics of the total organization and of all its members that determine its goals. If it has a function outside its membership, it is this function that must be given attention, rather than the rewards it offers its leaders, its owners, or its members.
PSYCHOMETRIC CONSIDERATIONS IN SELECTING PERSONNEL FOR UNUSUAL ENVIRONMENTS
Authors: LEVINE ABRAHAM S. 
Published: December 2006

SummaryBasic psychometric considerations underlying selection of military personnel for unusual environments are old principles which are useful in new situations. As a matter of fact they apply to a wide range of situations–business and industrial as well as military–wherever the need is for relatively small numbers of personnel to fill highly important and critical positions. The unique selection problems are most likely to be found in the substantive rather than methodological domain. Such possible problems as sensory deprivation and “break‐off” effect represent intriguing areas for research but any application to selection technology is still in the future.
ABSENCE and EMPLOYEE FEELINGS ABOUT FAIR TREATMENT1
Authors: PATCHEN MARTIN 
Published: December 2006

SummaryThis study calls into question again a frequently made assumption that variations in employee absence rates may be accounted for solely by examining the direct rewards and punishments provided by the work situation. Absences among nonsupervisory men at an oil refinery were found to be related to feelings of fair treatment with regard to promotion, irrespective of how good employees see their actual chances for promotion to be. Attitudes concerning the fairness of pay also were found to affect absences. The results were interpreted as indicating the importance of feelings of loyalty and obligation among employees in accounting for behavior such as absences.
Comparison of Empirical and Theoretical Expectancies
Authors: TIFFIN JOSEPH , VINCENT NORMAN L. 
Published: December 2006

SummaryTwo previous articles (Lawshe & Bolda, 1958; Lawshe, Bolda, Brune, & Auclair, 1958) in Personnel Psychology have discussed expectancy charts as methods of displaying data on predictor‐criterion relationships. The second of these articles (Lawshe, et al., 1958) dealt with charts based upon theoretical in place of empirical expectancies. A method, based on chi square, of testing the discrepancies between empirical and theoretical expectancies was described.The present article applies this test to 15 independent sets of predictor‐criterion data. In every case, the use of theoretical expectancies based on an assumed bivariate normal distribution was found to be justified.
SUPERIOR‐SUBORDINATE RELATIONSHIPS AND PERFORMANCE1
Authors: INDIK BERNARD P. , GEORGOPOULOS BASIL S. , SEASHORE STANLEY E. 
Published: December 2006

SummaryThis study is concerned with the proposition that the nature of superior‐subordinate relationships in an organization, as perceived or evaluated by subordinates, affects the job performance of subordinates, whether the latter are considered as a group or as individuals. This rather widely accepted proposition was tested using four more specific hypotheses which were derived from it, and which involve certain aspects of superior‐subordinate interaction, as specified in the paper. The objectives were to test the hypothesized relationships between these variables and subordinate performance, and to examine the generality of these relationships.
JOB‐ORIENTED AND PERSON‐ORIENTED LEADERSHIP
Authors: RUBENOWITZ SIGVARD 
Published: December 2006

SummaryThe statements in forced‐choice rating forms for supervisors were analyzed before and after they had been combined into forced‐choice blocks. Considerable changes in the discrimination power of the statements appeared. The findings indicated that the over‐all attitude of a rater towards a subordinate supervisor is based in a very high degree on behavioral traits, which can be described by statements with production‐oriented content. In contrast, person orientation plays a relatively modest role. Thus in a forced‐choice rating scale those ratees who are primarily production minded get the highest mark at the expense of those who are primarily personnel minded. This seems to reflect an attitude which in some way stands in a contrasting relationship to the human relation attitude, to which so many people pay lip service.
THE EFFECT OF INTENT TO BIAS ON FORCED‐CHOICE INDICES
Authors: WATERS L. K. , WHERRY R. J. 
Published: December 2006

SummaryThe hypothesis that the effectiveness of an attractiveness index is directly related to the similarity in degree of response bias between the situation in which the index was obtained and the situation in which it is used in forced‐choice blocks was investigated. Indices reflecting varying degrees of response bias were obtained from check‐list administrations of a sample of statements. These statements were incorporated into forced‐choice blocks and were administered to three independent groups under instructions designed to induce varying degrees of response bias. Correlations between index deviation values and frequencies of statement choice were of greater magnitude when the degree of response bias in the check‐list and forced‐choice administrations was similar.
SUPERVISORY AND ENGINEERING SUCCESS ASSOCIATED WITH SELF, INTERACTION, AND TASK ORIENTATION SCORES1
Authors: DUNTEMAN GEORGE , BASS BERNARD M. 
Published: December 2006

SummaryTo obtain further understanding of the effects of orientation on performance, 180 supervisory and technical personnel in a chemical plant were administered the Orientation Inventory, assessing their relative self, interaction, and task orientation. In line with expectations, task orientation correlated positively with success as a technically‐trained supervisor, and as a first‐line foreman. Engineers in research and design were likewise more task‐oriented than those in consultative, supervisory, or administrative work whose interaction orientation was likely to be relatively higher. Orientation differences were also found between echelons and between safety and line supervisors.
FAVORABLENESS RATINGS OF FORCED‐CHOICE STATEMENTS: APPLICANTS VS. NON‐APPLICANTS
Authors: HEDBERG RAYMOND , BAXTER BRENT 
Published: December 2006

SummaryThis study reports on the effects of non‐applicant ratings of the favorableness of statements to be included in an experimental forced‐choice test for screening life insurance agent applicants. A comparison of the favorableness ratings of applicants with non‐applicants revealed differences in the perceived favorableness of statements in the middle range of favorableness. It is suggested that the choice of raters may, in certain situations, be more important than previously reported.
THE VALIDITY OF MANAGEMENT TRAITS IN RELATION TO OCCUPATIONAL LEVEL
Authors: GHISELLI EDWIN E. 
Published: December 2006

SummaryMeasures of intelligence, supervisory ability, initiative, self‐assurance, and perceived occupational level were obtained on eleven groups of individuals in various jobs ranging from line to upper management positions. It was found that the higher the level of the job the higher the score on the five tests and the higher the validity of the tests. It was concluded that apparently these traits identify the individuals who seek or are placed in higher positions, and that the higher the position the more critical these traits are in determining job success.
THE FATE OF ROLE STEREOTYPES IN TWO PERFORMANCE APPRAISAL SITUATIONS
Authors: HANSON PHILIP G. , MORTON ROBERT B. , ROTHAUS PAUL 
Published: December 2006

SummaryThe present study investigated the effect and course of stereotyped attitudes of supervisors and subordinates interacting to plan changes in the subordinates' performance. In particular, the study concerned the fate of these stereotyped role‐attitudes during the course of two types of appraisal interviews: the traditional traits rating method and the newly‐formulated goals method.Thirty‐six nursing supervisors were assigned roles as supervisors and subordinates and given appropriate role descriptions and instructions. Both groups made initial trait ratings of the hypothetical subordinate and then role‐played parts in the two types of appraisal interviews. Following each interaction, supervisors and subordinates rated their reactions.The results clearly indicated that the initial ratings by the supervisors of the hypothetical subordinate were more negative than the ratings made by the subordinates themselves. These differences were present before any interaction had taken place between supervisors and subordinates, and they appear due to stereotyped attitudes inherent in the role of supervisors and subordinates. After role playing, reactions of both supervisors and subordinates to the goals method were more positive than reactions to the traits interaction. When the initial disparity in the critical rating attitudes of supervisors and subordinates was greatest, the traits method interaction perpetuated conflict whereas the goals method interaction either resolved it or in some way avoided it. The traits method appears to force the supervisor to assume an evaluative posture toward the subordinate. This posture fosters the critical attitudes associated with the supervisory role. Under the goals method, on the other hand, the supervisor can take a relatively non‐evaluative role. Consequently, the stereotyped attitudes and behaviors associated with an evaluative relationship are circumvented.
PERFORMANCE SUITABILITY AND ROLE AGREEMENT, TWO FACTORS RELATED TO ATTITUDES
Authors: BARRETT RICHARD S. 
Published: December 2006

SummaryIt was the purpose of this investigation to examine the significance of the perceptions of incumbents on jobs regarding 1) how they did their work (Report of Performance), 2) how they thought their work should be done (Perceived True Requirements), and 3) how they thought their immediate supervisor wanted the work to be done (Perceived Supervisor's Requirements). It was predicted at the beginning of the study that different patterns of consistency and inconsistency among these three perceptions would be related to attitudes of the incumbents regarding themselves, their work, and their supervisors.The predictions worked out very much as expected, especially when the Perceived True Requirements were compared with the Perceived Supervisor's Requirements. This score is called “Role Agreement”, referring to the subject's report that the role requirements he has for the job agree with what he believes his supervisor requires. Subjects scoring high on Role Agreement rated their supervisors high. They also felt that they were free from pressure from their supervisors to do things the supervisor's way, and that they understood what their supervisors expected of them. They tended to be satisfied by their work and to see in it an opportunity to show what they could do.On the other hand, high Role Agreement had nothing to do with how a man rated his own work, or his basic qualifications to do the work. These attitudes were closely related to the amount of agreement between Perceived True Requirements and Report of Performance, called “Performance Suitability”. That is, people who reported that they were doing the job the way they thought it should be done tended to rate their work and their abilities high, and to derive satisfaction from their work. They felt also that their supervisors would rate their work high.A third comparison was made involving the Report of Performance and Perceived Supervisor's Requirements. To score high on this measure, a person reported that what he was actually doing was in line with what he believed his supervisor required of him. High scorers tended to rate high both their supervisor and their understanding of his requirements, and they tended to be satisfied with their work. The relationships between this type of agreement and positive attitudes were less pronounced than the others, and, in the case of over‐all job satisfaction, disappeared when the effects of Role Agreement and Performance Suitability were partialed out.The results lead to the hypothesis that the two orientations, Role Agreement and Performance Suitability, are independent, and each contributes to general satisfaction and to specific job attitudes. If this hypothesis is true, much of the difficulty in finding clear‐cut relations between gross measures of job satisfaction, and other variables such as productivity, and supervisory ratings may be explained.