Showing papers in "Personnel Psychology in 1976"

Peer Nominations: A Model, Literature Critique and a Paradigm for Research.

Abstract: : Peer ratings have been empirically demonstrated to have remarkably high validity in the prediction of diverse future performance criteria and much research has been devoted to investigating the validity of peer ratings; however, no organized effort has been made to provide a theory of the process. This paper presents a comprehensive review of the peer ratings literature, and argues that the development of a theoretical foundation for sociometric analysis could be achieved by constructing a class of empirical decision process models which describe the thought processes people engage in while rating each other.

Organizational control system responsiveness, expectancy theory constructs, and work motivation: some interrelations and causal connections

Abstract: BROADLY speaking, a society can distribute its resources according to any combination of three competing philosophies: birthright, egalitarianism, and competition (Gardner, 1961). Similarly, organizations can and do distribute their resources based on such approaches as (a) nepotism and favoritism, (b) across-the-board distributions ("everyone gets the same"), and (c) merit allocations ("let the best man win"). While social philosophers and others continue to debate the goodness of these alternatives from a societal perspective, recent theorizing and research by applied psychologists suggest some motivational advantages to the third approach. More specifically, perhaps the most widely cited implication of expectancy-value theory is that organizations should create a strong, explicit connection between effective job performance (or desired work behaviors) on the one hand, and organizationally mediated rewards, on the other. According to this theory (e.g., Campbell, Dunnette, Lawler, and Weick, 1970; Graen, 1969; Porter and Lawler, 1968; Vroom, 1964), a person's motivation to work is a positive, multiplicative function of (a) the perceived relationship between effort and work-related rewards—a relationship which is sometimes separated into effort-performance (El) and performance-reward (E2) com-, ponents—and (b) the value or valence of these anticipated, workrelated rewards. It follows, therefore, that an organizationa l reward system which is responsive to variations in individual job per

The psychology of work in europe: a review of a profession

Abstract: : This review describes the contemporary scene of applied industrial and organizational psychology in Europe. After a historical introduction, the developments in six subject areas are reviewed: (1) Selection, (2) training, (3) ergonomics, (4) organizational psychology, (5) quality of working life, and (6) preservation of human resources. It is argued that there has been much differentiation and that there is a need for more integration. Psychologists perform several roles in organizations and in society. Some of the role conflicts are discussed.