bluuebunny/crossref_metadata_2025_split huggingface dataset:
The Role of the Foreman in Modern Industry: II. Foreman Identification with Management, Work Group Productivity, and Employee Attitude Toward the Foreman 1
Authors: BALMA M. J. , MALONEY J. C. , LAWSHE C. H. 
Published: December 2006

SummaryThe first article in this series analyzed the changing role of foremen in modern industry and reported the development of a measure of management identification using an indirect method of attitude measurement. The current article describes the relationships found between foreman identification with management, work group productivity, and employee attitude toward the foreman.After the indirect measure of foremen's tendencies to identify with management had been developed, it was submitted to first line operating foremen in 28 manufacturing plants in the Midwest. Several management people from each of the plants rated the foreman work groups in their respective plants on the basis of how well they were doing their present job. Groups of foremen from each plant were thereby identified as being leaders of relatively high‐producing or of relatively low‐producing work groups. In 19 of the 28 plants a short questionnaire designed to reflect attitude toward foreman was administered to the employees working under these selected foremen.Statistical analyses were undertaken to investigate the relationships between the major variables: management identification scores of foremen, productivity ratings of foremen's work groups, and employees’attitude toward foremen scores. Results and implications are discussed.
The Relative Effectiveness of Formal School and On‐the‐Job Methods of Training Apprentices in Naval Occupations 1
Authors: MERENDA PETER F. 
Published: December 2006

SummaryTo
test the hypothesis that formal school training is a more effective method of preparing naval apprentices for the lowest petty officer level than is on‐the‐job training, advancement examination scores of Navy Basic Training School graduates were compared with those of non‐graduates. Both were matched with respect to general ability level.Two samples were independently drawn and studied. The first sample included 1,674 matched pairs of apprentices distributed among 30 naval occupations. The second sample included 1,716 matched pairs of apprentices distributed among 24 naval occupations.From the findings of this study it definitely appears that formal school training is a superior method compared with on‐the‐job training of preparing apprentices (who possess at least minimal basic abilities and aptitudes) in the skills and knowledges required of petty officers, third class, in the U. S. Navy.
Product Knowledge and Performance–A Study of Life Insurance Agents
Authors: THAYER PAUL W. , ANTOINETTI JOHN A. , GUEST THEODORE A. 
Published: December 2006

SummaryTwo forms of a test of life insurance knowledge were administered to a sample of life insurance agents at a three‐month interval. Performance data covering a four‐year period were related to knowledge scores and to improvement from the first to the second testing. Insurance knowledge scores predicted insurance lapse ratio (an index of the proportion of insurance that was dropped by policyholders after they had made the initial payments). Improvement from one testing to the next predicted agent survival in the insurance industry, but not in the company.
Dimensions of Employee Morale12
Authors: ROACH DARRELL E. 
Published: December 2006

SummaryWhen the results of employee opinion surveys are communicated to management and supervisory personnel, they frequently ask “What can we do to improve the situation?” and “What are the causes?” These questions are often difficult to answer, especially if the survey results are expressed only in terms of overall morale indices. Survey results may be more meaningful if they deal with specific satisfactions and dissatisfactions of the employee group. Specific satisfactions may also be more useful to management in planning programs for improvement.To determine some of these specific satisfactions, a 62‐item employee opinion survey was subjected to a modified centroid factor analysis. This survey had previously been filled out by 2072 clerical and management employees. Twelve factors emerged from the analysis. One of the factors was identified as a general bias or “halo” factor, and another was identified as a general attitude toward supervision. The remaining ten factors were identified as: Pride in company, intrinsic job satisfaction, and satisfaction with each of the eight following conditions–setting up and enforcing job standards, supervisory consideration, work load and pressure, interest in and treatment of the individual, administration of salaries, communications, development and progress, and co‐workers. This analysis suggests areas of satisfaction which can be utilized to further understand and improve employee morale.
The Relationships Between Self‐Ratings and Peer Ratings on a Leadership Behavior Scale1
Authors: BARTLETT CLAUDE J. 
Published: December 2006

SummaryThe purpose of this study was to examine the relationships between self‐ratings and peer ratings on a leadership behavior scale. A rating scale was constructed for the purpose of measuring small group leadership qualities. The rating scale yielded five scores, over‐all leadership and four diagnostic categories. Two orthogonal factors were extracted from each area of the leadership scale. One of the factors on each area was interpreted as a rating set factor. The second factor was interpreted as a general measure of each area. The peer ratings seemed to be a good measure of all areas of leadership. The self‐ratings were not shown to be a good measure of over‐all leadership, but they seemed to be an adequate measure of the diagnostic categories.
Background and Organizational Factors in Absenteeism1
Authors: BAUMGARTEL HOWARD , SOBOL RONALD 
Published: December 2006

SummaryT0he availability of data on absenteeism for all nonsupervisory employees of a major airline for a full calendar year presented a unique opportunity for investigating some of the correlates of absenteeism. The quantitative analysis of these data was guided by two major objectives: the first was to test the prediction that the larger the size of the location (or “plant”) the higher the absenteeism, and the second was to determine how age, wage rate, seniority, and job classification were related to absenteeism with sex and “collar” held constant. The findings support the hypothesis that absenteeism is higher in larger units and thus lend credence to the notion that the characteristics of larger organizational units lead to lower levels of involvement and personal satisfaction. Other findings of the study indicate that the relationships between background factors and absenteeism are different for “blue collar” men than for other categories of employees. Among “white collar” men and women and among “blue collar” women, older, longer service, and higher paid employees are more often absent with length of service having the greatest influence. For “blue collar’ men longer length of service and higher job status are associated with lower absence rates. These findings indicate that great care should be taken in making any over‐all generalization about the factors influencing absenteeism and, particularly, that careful controls should be established in making any inferences concerning “morale” or “supervisory skill” on the basis of comparative absenteeism figures. The findings of this study, while based on data from only one company, would indicate that constructive personnel programs aimed at minimizing absenteeism should focus effort on the following work settings: larger plants, high seniority white collar personnel and blue collar women, and blue collar, male job classifications characterized by low status and little “freedom.”
The Employment Recommendation Questionnaire: III. Validity of Different Types of References1
Authors: MOSÉL JAMES N. , GOHEEN HOWARD W. 
Published: December 2006

SummaryA series of investigations were made on the comparative value of different kinds of reference persons who submit employment recommendation questionnaires (ERQ) on applicants for employment in the federal service.ERQ scores on applicants for seven professional and one trade position revealed a general tendency for acquaintances to give the most favorable evaluations, with previous subordinates, co‐workers, and employers next in order.Agreement between the appraisals of supervisors and acquaintances is the case of printers did not yield a correlation significantly greater than zero. Agreement between acquaintances and references familiar with the applicant's work performance (supervisors and co‐workers), while significantly greater than zero, was extremely low.A comparison of the validity of different types of references in predicting later job success of applicants in five trades revealed that supervisors and acquaintances had a very small but statistically significant validity, while personnel officers, co‐workers, and relatives manifested no significant relationship.In the same five trades, supervisors and co‐workers who had known the applicant for a year or longer showed a numerically slightly greater correlation with job success than did reports from similar references of shorter acquaintance, but the coefficient was not statistically significant.
Human Relations Training as Manifested in an Interview Situation
Authors: MAIER NORMAN R. F. , HOFFMAN L. RICHARD , LANSKY LEONARD M. 
Published: December 2006

SummaryThe evaluation of training courses in human relations is a complex matter. Such evaluations may be conducted properly to answer a variety of questions. The study reported here was designed to determine whether the behavior of trainees in a particularly difficult role‐playing interview could be improved through their experiences in one such course.The trainees were students in three different semesters of an undergraduate course in the psychology of human relations, in which the students attended two one‐hour lectures and one two‐hour laboratory period per week. The three groups differed in the amount of training, in the course content, and in the amount of skill training they received before the test situation. Group 1 received lectures on causation and attitudes. Group 2, in addition, had lectures on democratic leadership and on a number of other topics in psychology, and participated in weekly role‐playing cases involving group decision. Group 2, in addition to the training received by Group 2, was introduced to the topic of nondirective counseling in the lectures and given practice in reflecting feelings.The Case of the Old Girls–a role‐playing interview situation which had been shown to be a difficult interview to conduct, because it usually degenerated into an argument based on attitudinal differences–was used as the evaluational instrument. Group 1 was tested during the second week of the course; Group 2 during the eleventh week; and Group 3 in the thirteenth week.Improvements in interviewing behavior as a result of training were evidenced by significant reductions in the total number of facts and in the total number of favorable facts introduced by interviewers in Group 3. Their ability to listen and accept feelings may be said to have substantially improved. In the failure of the interveiwers in Group 3 to elicit a greater proportion of favorable facts from their interviewees than were elicited in Group 1, however, the course may be said to have been less than effective.The discussion of the results suggests that the typical human relations training course is neither long enough nor does it include enough skill training to enable trainees to develop the skills that will change their behavior significantly. It is pointed out that the learning process requires a skillful mixture of lectures, discussion, and practice to alter the knowledge, attitudes, and behaviors of the trainee.
The Relation of Test Scores To Sales Criteria1
Authors: HARRELL THOMAS W. 
Published: December 2006

SummaryInformation about 21 petroleum salesmen was used to determine the relation of certain test scores to three criteria of proficiency in selling. A sales quota criterion was more predictable than ratings. Tests which gave significant differences between high‐ and low‐producing salesmen were the Otis Test of Mental Ability, four scales of the Bernreuter Personality Inventory, Tact and Diplomacy of the Moss‐Hunt Social Intelligence Test, and the Sales Manager scale of the Strong Interest Test. The scales of the Washburne S‐A Inventory did not differentiate between either the production or the ratings of salesmen.
EVALUATION OF TWO FORCED‐CHOICE RESPONSE FORMATS1
Authors: WATERS L. K. , WHERRY R. J. 
Published: December 2006

SummaryThe reactions of a sample of flight candidates in the U. S. Naval School, Pre‐Flight were used to investigate the effect of response format on subject resistance to a forced‐choice self‐rating scale. The results indicated that the subjects were more favorable toward a response format allowing them to indicate the degree of applicability of each statement in the forced‐choice pairs, even though still forced to choose one statement as relatively more applicable.
VALIDITY VERSUS STEREOTYPE: PREDICTING SALES PERFORMANCE BY IPSATIVE SCORING OF A PERSONALITY TEST
Authors: HUGHES J. L. , DODD W. E. 
Published: December 2006

SummaryThe validity of the usual normative scoring method for the Gordon Personal Profile (GPP), a forced‐choice personality test, was compared to the validity of an ipsative scoring method devised for this test. The criteria used were different aspects of sales performance over a three‐year period for a sample of 130 data processing machine salesmen. One of the ipsative traits, Sociability, correlated negatively (—.34) with a continuous sales production criterion (n= 90) and showed a significant difference in proportions between a top producing and promoted group (n= 44) and a low producing and separated group (n= 42). None of the normative GPP trait scores was significantly related to either criterion.The distributions of GPP ipsative traits differed significantly for men rated highest on performance in the company sales training program (n= 55) and men in the top producing and promoted group (n= 44). The top salesmen had fewer men high on Sociability and more men high on Responsibility than the top training group. These findings suggested the need for a re‐examination of the company's sales training and recruiting personality stereotype in view of the significant proportion of men employed who were high on Sociability and whose chances of becoming top producing salesmen were poor.
PERFORMANCE DIMENSIONS OF SUPERVISORY POSITIONS
Authors: PERES SHERWOOD H. 
Published: December 2006

SummaryThis study was directed at the identification of the performance characteristics of administrative and general supervisors.The present study was one of a series of research projects conducted at Sandia Corporation in order to determine independent performance dimensions in a variety of job families. Four hundred and fourteen supervisors submitted essays describing the performance of the best supervisor they knew at Sandia Corporation. The essays were analyzed and, after editing and the removal of duplicate statements, a final check‐list questionnaire of 303 statements depicting supervisory performance was obtained. Three hundred and seventy‐two supervisors described on a check‐list scale the best and worst supervisor they knew by checking each statement on a five‐point applicability scale.The statements were subjected to a factor analysis by the Wherry‐Winer method. Seven factors emerged from the analysis. The factors were identified as follows: Establishment of Work Climate, Management Ethics, Practice of Self and Subordinate Development, Personal Maturity and Sensitivity, Knowledge and Execution of Corporate Policies and Procedures, Technical Job Knowledge, and a general bias factor.
PEER RATINGS: A NOTE ON THE UNRATED CASES1
Authors: DOLL RICHARD E. 
Published: December 2006

SummaryPerformances are compared between naval aviation cadets who received average scores as a result of not being rated either high or low on peer ratings, cadets who received average scores because of having received equal numbers of high and low nominations, and cadets who received scores at levels other than average. The results indicated that the unrated group are not inferior to those men who were rated average, nor to the average of the total group in performance on the criterion used here.
VALIDITY AND NONLINEAR HETEROSCEDASTIC MODELS
Authors: KAHNEMAN DANIEL , GHISELLI EDWIN E. 
Published: December 2006

SummaryThe validity of tests commonly is expressed in terms of the Pearsonian coefficient of correlation. The use of this coefficient implies that linear homoscedastic relationships hold between test scores and criteria. Therefore, the position is taken that the accuracy of prediction of criteria from test scores is the same throughout the entire range of scores and that both success and failure on a job are the result of the same factors. Examination of the relationships between test scores and criteria for three groups—executives, office workers, and autobus repairmen—indicated that descriptions of the predictive power of the tests and of the traits important in job success and failure as given by the Pearsonian validity coefficient were not entirely adequate. Use of a different index, theta, was shown to give much more meaningful and useful descriptions.
THE PREFERENCE INDEX AND RESPONSES TO FORCED‐CHOICE PAIRS
Authors: WATERS L. K. , WHERRY R. J. 
Published: December 2006

SummaryThe self‐descriptive responses of 164 flight students to 30 forced‐choice pairs, matched on an index of job importance but differing on discrimination values, were available from an earlier study. Differences between index values for statements in each pair were obtained for the preference index, job importance index, and discrimination index. These differences were correlated with frequency of choice of the nondiscriminating statements. A substantial relationship was found between PI differences and frequency of choice, even when the effects of apparent and real validity differences were removed. The results are compared to previously reported data and discussed in relation to the rating situation.
PREDICTING TURNOVER IN AN AUTOMATED OFFICE SITUATION
Authors: SHOTT GERALD L. , ALBRIGHT LEWIS E. , GLENNON J. R. 
Published: December 2006

SummaryIn an attempt to reduce the high rate of turnover among clerical employees working in a highly automated office, existing personnel information was examined for items which might discriminate short tenure from long tenure employees. Sources of data were the application blank, test scores, and reference inquiries. Nine items for women and seven for men were found which cross‐validated significantly and predicted well using validity extension samples.
COMPARISON OF THREE METHODS FOR ASSEMBLING APTITUDE TEST BATTERIES
Authors: TRATTNER MARVIN H. 
Published: December 2006

SummaryA factored battery of thirteen aptitude tests was administered to samples of approximately 200 journeyman employees in each of twelve blue collar job series. Performance ratings were obtained from the employees' first and second level supervisors. Three basic methods for selecting and weighting tests from the aptitude battery were compared. The tests were selected on the basis of results obtained on one sample of employees in each job series and then applied to the second or independent sample to test the significance of the validity coefficients.The three test selection methods utilized were: (1) Wherry‐Gaylord Integral Gross Score Weight Method, which involves selecting and multiple weighting tests according to their intercorrelations and correlations with a criterion. In addition, tests selected and multiple weighted by the Wherry‐Gaylord method for the jobs were also weighted by their standard deviation by adding raw scores. (2) Civil Service Commission (CSC) Job Analysis Method, which involves equally weighting tests selected for a job series according to the validity of the tests for measuring the rated important employee abilities. (3) General Blue Collar Test Battery, which involves equally weighting the five tests that yielded the highest average correlation with the criterion for all jobs on the test selection sample. This battery was then utilized for all twelve job series.The tests selected and the weights applied for the twelve jobs by utilizing the test selection methods were indicated, also the validity coefficients obtained by applying the different patterns to the cross‐validation samples were tabulated. The criterion ratings yielded an average Spearman‐Brown estimated product‐moment reliability of .675. All but four of the 36 cross‐validation coefficients were significant at least at the .05 level. Most of the differences in the cross‐validity coefficients were due to the different jobs on which the three test weighting methods were applied rather than the test weighting methods. Also, a comparison of the Wherry‐Gaylord multiple formulas with the same tests unit weighted for the cross‐validation sample revealed that unit weighting the tests was as effective as using multiple weights. It appears that one test selection method is as effective as another for the number of subjects, job series, and test selection and weighting methods utilized in these studies. The implications of these results are discussed.
A MANAGERIAL SELECTION STUDY
Authors: SPITZER MORTON EDWARD , McNAMARA WALTER J. 
Published: December 2006

SummaryAstudywas conducted in a manufacturing division of an electronics firm to determine if tests could be selected which would be positively related to managerial success and thus useful in selecting employees who have good managerial potential. Data were obtained from 102 managers, 84 of whom were first‐line managers. These employees were from four plants in various sections of the United States.A job analysis was conducted by means of interviews to find the characteristics that were minimal requirements for the position of manager and those that discriminated between better and poorer managers. Based on the job analysis, a number of characteristics were hypothesized which seemed to relate to the success of the managers interviewed. Tests were then selected to measure these characteristics. Both subjective and objective criteria were employed to evaluate the test results. The objective criterion (salary corrected for length of service) was found to be the most satisfactory measure. When the tests were correlated to the objective criterion for the first‐line managers, two measures (Otis Test of Mental Ability and Background and Contemporary Data Form) were found to have significant validity and cross‐validity.The results indicate that the use of these instruments in the selection procedure would increase the number of managers capable of performing in an above‐average manner. This increase might be as much as 36 per cent over the present situation as measured by the criterion of the study.
THE SELECTION INTERVIEW— A RE‐EVALUATION OF PUBLISHED RESEARCH1
Authors: MAYFIELD EUGENE C. 
Published: December 2006

SummaryOver the last few years, the selection interview has been subjected to a great deal of criticism. Most of this criticism has stressed a general lack of evidence concerning the interview's reliability and validity. The present paper, while agreeing for the most part with prior criticism, attempts to take three further steps. First, the present limited knowledge is explained in terms of (a) a lack of comparability between studies and (b)an overdependence on research results from other areas. Second, in spite of these shortcomings, there are numerous research findings which have received support from more than one study. These findings are summarized and discussed. Finally, a starting point for basic research on the selection interview which may lead to more profitable research in the future is presented.