Basics of qualitative research: Grounded theory procedures and techniques

THE DESIGN AND ANALYSIS OF EXPERIMENTS. By Oscar Kempthorne. New York, John Wiley and Sons, Inc., 1952. 631 pp. $8.50. This book by a teacher of statistics (as well as a consultant for \"experimenters\") is a comprehensive study of the philosophical background for the statistical design of experiment. It is necessary to have some facility with algebraic notation and manipulation to be able to use the volume intelligently. The problems are presented from the theoretical point of view, without such practical examples as would be helpful for those not acquainted with mathematics. The mathematical justification for the techniques is given. As a somewhat advanced treatment of the design and analysis of experiments, this volume will be interesting and helpful for many who approach statistics theoretically as well as practically. With emphasis on the \"why,\" and with description given broadly, the author relates the subject matter to the general theory of statistics and to the general problem of experimental inference. MARGARET J. ROBERTSON

The Design and Analysis of Experiments

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

计量经济分析 = Econometric analysis

This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety—a shared belief held by members of a team that the team is safe for interpersonal risk taking—and models the effects of team psychological safety and team efficacy together on learning and performance in organizational work teams. Results of a study of 51 work teams in a manufacturing company, measuring antecedent, process, and outcome variables, show that team psychological safety is associated with learning behavior, but team efficacy is not, when controlling for team psychological safety. As predicted, learning behavior mediates between team psychological safety and team performance. The results support an integrative perspective in which both team structures, such as context support and team leader coaching, and shared beliefs shape team outcomes.

/pdf/psychological-safety-and-learning-behavior-in-work-teams-igq2jhsmtc.pdf

Psychological Safety and Learning Behavior in Work Teams

The study assess whether a structured interview can have incremental validity in the prediction of job performance beyond a battery of cognitive ability tests and whether future-oriented (e.g., situational) or past-oriented (e.g., behavior description) questions have higher validity. A 30-item structured interview, with 15 future and 15 past questions, and a battery of nine test were correlated with job performance in a sample of 70 pulp mill employees. All measures exhibited high variance and high reliability. The validity for past questions was higher (but not significantly) than for future questions

http://psycnet.apa.org/journals/apl/79/6/998.pdf

Structured interviewing: A note on incremental validity and alternative question types.

This study provided a 2-year follow-up, including pretest-posttest and posttest-only quasi experiments, of M. A. Campion and C. L. McClelland's (1991) interdisciplinary evaluation of costs and benefits of a job enlargement intervention. Data were collected on 445 clerical employees and 70 managers in a financial services company. Costs and benefits changed substantially, depending on the type of enlargement. Task enlargement, the focus of the original study, had mostly long-term costs (less satisfaction, efficiency, and customer service and more mental overload and errors). Knowledge enlargement, which emerged since the original study, had mostly benefits (more satisfaction and customer service and less overload and errors). Findings have implications for the enlargement-enrichment distinction and for resolving conflicts between motivational (psychological) versus mechanistic (engineering) models of job design

Follow-up and extension of the interdisciplinary costs and benefits of enlarged jobs.

Michael A. Campion International Business Machines Corporation Research Triangle Park, North Carolina Paul W. Thayer North Carolina State University The development of an interdisciplinary job design questionnaire and a study of its interrelationships with a variety of outcomes is described. A taxonomy of job design approaches was developed from literature of different disciplines: (a) a motivational approach from organizational psychology; (b) a mechanistic approach from classic industrial engineering; (c) a biological approach from work physiology and biomechanics; and (d) a perceptual/motor approach from experimental psychology. The Multimethod Job Design Questionnaire (MJDQ) was developed reflecting these approaches. A corresponding taxonomy of job outcomes was developed, and hypotheses were generated as to relationships between job design approaches and outcomes. A field study involved 121 jobs, 215 incumbents, and 23 supervisors from five plants. Results indicated the MJDQ was reliable, and most hypotheses were supported. Different job design approaches influence different outcomes and may have some costs as well as benefits; an interdisciplinary perspective is needed to integrate major theories of job design. Even a cursory examination of the job design literature reveals many different schools of thought: industrial engineering approaches of scientific management and time and mo- tion study, the psychological approaches of job enrichment and motivating job charac- teristics, the human factors or ergonomics approaches, and sociotechnical approaches to job design. Although there is some overlap in the recommendations made for proper job design, there is considerable divergence in focus and even some direct conflict in advice. Proponents, however, claim that their job designs positively influence most of the out- come spectrum for both the individual and the organization. This study won the 1983 S. Rains Wallace Dissertation Award sponsored by the Society of Industrial/Organiza- tional Psychology, Division 14 of the American Psycho- logical Association. It was conducted while the first author was a doctoral student at North Carolina State University. Special thanks to Kitty Klein, Richard Pearson, and Michael Joost for their comments and suggestions on this research. Thanks also to the many managers and employees of Weyerhaeuser Company who contributed time and data to this study. Requests for reprints should be sent to Michael A. Campion, IBM Corporation, D673/B205, P.O. Box 12195, Research Triangle Park, North Carolina 27709. The present study addresses this confusion by pulling together the diverse literature on job design, delineating major approaches, and demonstrating that each approach is geared toward a particular subset of outcomes. More specifically, this study (a) develops a job design taxonomy, (b) develops a corre- sponding job outcome taxonomy, (c) develops measures that reflect the design taxonomy, (d) develops measures which reflect the out- come taxonomy, and (e) evaluates differential predictions of job design-outcome relation- ships in a field setting. Taxonomy of Job Design Approaches The first step was to consult the literature and extract specific job design rules. Nearly 700 job design rules resulted, suggesting ad- equate coverage of the content domain. Rules were then sorted into fairly homogeneous groups based on underlying theoretical per- spectives. Similar rules were combined into a principle that summarized their main con- tent. Principles were written to represent the consensus from the literature, each reflecting common content from a large number of specific rules. They were also broad enough to be applicable across diverse jobs, yet spe- cific enough to allow objective and quantifi- 29

https://www.krannert.purdue.edu/faculty/campionm/Development_Field_Evaluation.pdf

Development and Field Evaluation of an Interdisciplinary Measure of Job Design

There has been surprisingly little research on faking in the employment interview, despite the fact that professional judgment would suggest that faking might occur in the interview. Based on a review of the literature on faking in personality tests and the literature on deception, we propose a model of faking during an employment interview and develop 19 testable propositions to guide future research. We argue that faking is a function of capacity, willingness, and opportunity to fake. Structured interviews provide less opportunity for intentional distortion; however, some components of structure may actually increase faking. Finally, job candidates distort their responses in job desirable ways.

https://papers.ssrn.com/sol3/Delivery.cfm/ijsa_353.pdf?abstractid=945240&mirid=1&type=2

A Model of Faking Likelihood in the Employment Interview.

Although laboratory studies have found that selection information can affect applicant perceptions, this has not been tested in the field. The authors followed 2 cohorts of police applicants (N = 274) in a longitudinal study to examine the relationship between information, applicant perceptions, and behavior (e.g., turnover). Information was related to perceived fairness measured at the time of testing and 1 month later when applicants received their results. Information moderated the relationship between outcome favorability and test-taking self-efficacy among African Americans but not among Whites. Information was not related to the behavioral measures. The discussion focuses on why certain findings from previous studies were not replicated and on the use of information when applicants have an investment in getting a job.

/pdf/selection-fairness-information-and-applicant-reactions-a-2a2d95nbd5.pdf

Michael A. Campion

Papers

Structured interviewing: A note on incremental validity and alternative question types.

Follow-up and extension of the interdisciplinary costs and benefits of enlarged jobs.

Development and Field Evaluation of an Interdisciplinary Measure of Job Design

A Model of Faking Likelihood in the Employment Interview.

Selection fairness information and applicant reactions: a longitudinal field study.