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Showing papers in "Journal of Applied Psychology in 1974"


Journal ArticleDOI
TL;DR: In this paper, a study of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees, was reported.
Abstract: : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

5,680 citations





Journal ArticleDOI
TL;DR: In this article, the authors tested a portion of Olson's cue model which hypothesizes that, other things equal, intrinsic cues (e.g., physical product differences) will be stronger determinants of perceived-qua lity judgments than will extrinsic cues such as price or store image.
Abstract: This study tested a portion of Olson's cue model which hypothesizes that, other things equal, intrinsic cues (e.g., physical product differences) will be stronger determinants of perceived-qua lity judgments than will extrinsic cues (e.g., price or store image). Ninety female undergraduates were randomly assigned to the conditions of a 2X3X3 (Price X Store Image X Hosiery Product Samples) analysis of variance with repeated measures on the intrinsic factor. Results supported the hypothesis; omega-square values revealed that 73% of the total variance was due to intrinsic product sample differences. Additionally, Shapiro's hypothesis that perceived worth would be more strongly related to stated purchase intentions than would perceived quality was supported. Purchase behavior in contemporary American society requires, among other things, that the consumer be able to make judgments and comparisons across products, brands, and services. Such judgments are arrived at by a process in which some or all of the various items of information (i.e., cues) associated with the product, brand, or service are identified, evaluated, and integrated to form a composite judgment. One judgment usually of considerable importance to the consumer is the product's quality, and more than a score of published studies have examined the effects of specific cues on the judgment of perceived quality (cf. Jacoby, Olson, & Haddock, 1971; Olson, 1972). Little thought, however, has been given to developing a conceptual framework for expressing how and when specific cues or types of cues operate to form the composite quality judgment. Until recently, the most notable exception has been Cox (1962), who developed a cue-processing model based upon the notions of predictive and confidence value. Other investigators (Jacoby et al., 1971; Valenzi & Andrews, 1971) have distinguished between intrinsic and extrinsic cues. The former refer to cues which, if changed, would produce a resultant change in the physical product itself (e.g., flavor and aroma cues for beer), while the latter refer to such factors

329 citations




Journal ArticleDOI
TL;DR: In this article, an in-basket exercise was used to investigate the influence of sex role stereotypes on the personnel decisions of 95 bank supervisors and found that male administrators tend to discriminate against female employees in personnel decisions involving promotion, development, and supervision.
Abstract: An in-basket exercise was used to investigate the influence of sex role stereotypes on the personnel decisions of 95 bank supervisors. The design consisted of four separate experiments (in-basket items) in which an employee's sex and other situational attributes were manipulated. Results confirmed the hypothesis that male administrators tend to discriminate against female employees in personnel decisions involving promotion, development, and supervision. Discrimination against male employees was found in personnel decisions involving competing role demands stemming from family circumstances. Features of the decision-making process which tend to heighten the influence of sex role stereotypes on personnel decisions are discussed.

301 citations


Journal ArticleDOI
TL;DR: In this article, the numerical equivalents of 39 expressions of frequency ranging from never to always and 44 expressions of amount ranging from none to all were found across three age-occupation levels and unaffected by topic importance.
Abstract: Magnitude estimation was employed to find the numerical equivalents of 39 expressions of frequency ranging from never to always, and 44 expressions of amount ranging from none to all. The results were generalizable across three age-occupation levels and unaffected by topic importance. Geometric means and appropriate variance measures are provided for each expression as well as suggestions for anchors for 4to 9-point scales. The percentage of overlap in judgments for adjacent points on scales are also given. Results are related to earlier work on scaling, and the utility of present approach is indicated.

299 citations


Journal ArticleDOI
TL;DR: This paper investigated the relationship between managerial values and managerial success for a diverse sample of American managers, Australian managers, Indian managers, and Japanese managers, finding that personal value patterns were significantly predictive of managerial success and could be used as a basis for selection and placement decisions.
Abstract: The relationships between managerial values and managerial success were investigated for a diverse sample of American managers (n = 878), Australian managers (» = 301), Indian managers (« = 500), and Japanese managers (n = 312). Cross-validated results showed that values patterns were significantly predictive of managerial success and could be used as a basis for selection and placement decisions. Results also indicated that managers from the four countries were rather similar in terms of the personal values that were related to success. More successful managers have pragmatic, dynamic, and achievement-oriented values, while less successful managers have more static and passive values. Arguments for and against using value assessment results in selection and placement decisions are discussed. In recent years considerable effort has been expended in attempts to predict managerial effectiveness by using maximum performance measures and typical behavior measures. Most of this effort has focused on tests of (a) intellectual abilities, (b) spatial and mechanical aptitudes, (c) perceptual accuracy, (d) motor abilities, and (e) personality and interest. According to Ghiselli's (1966) review, each measure shows average rs in the range of .25 to .30. Another area of potential importance, but receiving less emphasis, has been the notion of predicting managerial success from managers' personal values. The significance of investigating the value systems of managers is seen when one considers the following assertions and their implications: 1. Personal value systems influence a manager's perception of situations and problems he faces. 2. Personal value systems influence a manager's decisions and solutions to problems. 3. Personal value systems influence the way in which a manager looks at other individuals and groups of individuals; thus they influence interpersonal relationships.

276 citations



Journal ArticleDOI
John P. Wanous1
TL;DR: In this article, three different methods of measuring individual differences were evaluated as moderators of employee reactions to job characteristics: urban versus rural background, strong versus weak belief in the Protestant Work Ethic, and high versus low strength for "higher order" needs.
Abstract: Three different methods of measuring individual differences were evaluated as moderators of employee reactions to job characteristics. The three methods are urban versus rural background, strong versus weak belief in the Protestant Work Ethic, and high versus low strength for "higher order" needs. Each of these three methods was used as a moderator of the relationships between job characteristics on the one hand, and specific job facet satisfaction, overall job satisfaction, and job behavior on the other hand. Based on the job satisfaction results, higher order need strength is the most useful way to measure this type of individual difference, followed by the Protestant Work Ethic, and lastly by urban versus rural background of the worker. There were no differences among the three individual differences as moderators of the job characteristics and job behavior relationship. Although certain job characteristics tend to be more satisfying to employees than others, there are wide individual differences in reactions to them. This research is an examination of three different methods for measuring individual differences relevant for employee reactions to job characteristics. The three methods are (a) urban versus rural worker background (Hulin & Blood, 1968), (b) strong versus weak belief in the Protestant Work Ethic (Blood, 1969), and (c) high versus low desire for "higher order need satisfaction" (Hackman & Lawler, 1971). The framework for comparison among the three individual differences concerns how well each moderates the relationship between the presence of certain job characteristics and reactions to these characteristics.

Journal ArticleDOI
TL;DR: In this paper, the authors examined the relative efficacy of the Fishbein model and traditional job attitude measures as predictors of absenteeism and turnover, and concluded that neither approach seems superior especially in light of the amounts of criterion variance accounted for.
Abstract: The present investigation studied the lab-to-field generalizability of Fishbein's attitude-behavior model and examined the relative efficacy of the Fishbein model and traditional job attitude measures as predictors of absenteeism and turnover. Predictor data were collected from 108 nursing home employees immediately preceding the two-month time period of interest. Criterion data were obtained at the end of the two-month period. Fishbein's model received some field support, particularly with respect to predicting turnover. Traditional job attitude measures were more effective predictors of absenteeism, while Fishbein's model was a more effective predictor of turnover. It was concluded that neither approach seems superior especially in light of the amounts of criterion variance accounted for. Empirical studies of the attitude-behavior relationship in specific reference to job attitudes and job withdrawal behaviors have been reviewed recently by Porter and Steers (1973). They concluded that there is considerable evidence for consistent negative relationships between job attitudes (i.e., job satisfaction) and turnover. There appears to be a similar relationship of job attitudes to absenteeism, although there is much less information available. Porter and Steers note that many of the more recent findings are based on reliable and valid measures of job attitudes such as the Job Descriptive Index,


Journal ArticleDOI
TL;DR: A problem of current concern to the behavioral scientist is race and sex group discrimination in employment hiring as mentioned in this paper, and a number of articles have appeared that discuss methodological considerations releva-...
Abstract: A problem of current concern to the behavioral scientist is race and sex group discrimination in employment hiring. Numerous articles have appeared that discuss methodological considerations releva...





Journal ArticleDOI
John P. Wanous1
TL;DR: In this paper, the relationship between job satisfaction and employee performance is investigated and it is suggested that employee performance leads to better job satisfaction, while job satisfaction is correlated with job satisfaction.
Abstract: The article reports on the relationship between job satisfaction and employee performance. The author focuses on proving that employee performance leads to ob satisfaction. It is suggested that emp...









Book ChapterDOI
TL;DR: In this article, realistic information about a situation into which new organisational members were about to enter was presented to the new members after they had decided to join the organisation, but before they reported to the organisation.
Abstract: Realistic information about a situation into which new organisational members were about to enter was presented to the new members after they had decided to join the organisation, but before they reported to the organisation. When compared to a control group which received no such information, the experimental group showed significantly lower turnover. The results are discussed in reference to the functions served by realistic job information available to new members after they have accepted a position with an organisation.