Showing papers in "Personnel Psychology in 1969"

Sex and job orientation

Abstract: Summary Three samples, each divided into males and females, were asked to indicate to what degree some job characteristics were important to them. The job characteristics represented both intrinsic and extrinsic factors. In the first sample (40 male and 44 female university students) there was no sex difference in job orientation. Both selected the intrinsic factors more than the extrinsic factors. There was also no sex difference in the second sample, which consisted of 68 male and 33 female public school teachers. They, however, stressed as many intrinsic factors as extrinsic. The general results of the third sample showed significant sex differences. The sample of 259 male and 143 female employees represented a technical division of a large service-oriented organization. Education and job level were significantly different for the two subgroups. When these two variables were controlled for a sample of clerks and of first-level supervisors, no sex difference appeared in job orientation. The results also showed that the higher the job level, the more intrinsically-oriented the employees were regardless of their sex.

The personality of high earning mba's in big business1

Abstract: Summary AN effort was made to find personal qualifications that might be predictive of earnings in business. A follow-up by questionnaire five years after graduation was made for members of three MBA classes who had previously taken an eleven-instrument battery. Ninety percent responded. A comparison of the highest third and the lowest in terms of present compensation showed 13 differences at the .05 level of significance or higher among 55 predictor variables. At the .01 level were second year Graduate School of Business grade point average (GPA), Strong Vocational Interest Blank (SVIB) Personnel and Management Orientation scales, Guilford-Zimmerman Ascendance, Ghiselli's Decision Making and Initiative (from his Self-Description Inventory), and the Individual Background Survey. Hours of work and job satisfaction were greater for high earners.

The comparative validity of selected leadership scales relative to success in production management

Abstract: Summary For 113 managerial personnel, a new supervisory judgment test, the Leadership Evaluation and Development Scale (LEADS) was found to be the best (r = .36) of four predictors of salary corrected for age and length of service. Other predictors were a verbal comprehension measure and the two Leadership Opinion Questionnaire scores. The R involving all four predictors was .39. LEADS was also found to be the best predictor of personnel department ratings on performance in the employee relations area. None of the predictors was significantly related to supervisors' ratings. Meaningful dimensions of supervisory performance not indicated by the other predictors appear to be measured by LEADS.

Actual vs. ideal time allocations reported by managers: a study of managerial behavior

Abstract: : Three hundred and fifty-five managers of a large metropolitan bank were asked to estimate the percent of total work time spent in each of six classes of managerial activity, and the percent they would prefer to spend at each. Results for reported actual and ideal time allocations among the activities and for differences between actual and ideal allocations within activities are viewed for the group as a whole according to managerial level, and according to functional department in the bank. Supervising and negotiating were reportedly the greatest claimants of time for all managers. All managers desired to spend more time planning. Lower level managers reported spending relatively more time investigating and supervising, middle managers relatively more time negotiating, and top management coordinating, evaluating and planning. (Author)

Intellectual ability and promotional success among high level managers

Abstract: This study explores the relationship between high level managers’ promotional success and two measures of intellectual ability. The Concept Mastery Test was administered to 235 middle managers and 130 higher level executives who attended advanced management training programs. The Ship Destination Test was also given to about half the trainees. Both tests are considered to discriminate well among superior individuals. Those managers who earned high scores were rated more favorably by their peers and the training staff. However, advancement in the 4 to 7 years after the training program was unrelated to test performance.