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Showing papers in "Personnel Psychology in 1985"


Journal ArticleDOI
TL;DR: A meta-analysis of the effects on worker productivity of 11 types of psychologically based organizational interventions showed that such programs, on average, raised worker productivity by nearly one-half standard deviation.
Abstract: A meta-analysis of the effects on worker productivity of 11 types of psychologically based organizational interventions showed that such programs, on average, raised worker productivity by nearly one-half standard deviation. The strength of effects was found to vary by type of intervention, criterion of productivity, contextual factors in organizations, and features of research design. Also discussed in the paper are comparisons of conclusions reached through meta-analysis versus traditional methods of literature review.

523 citations


Journal ArticleDOI
TL;DR: The potential explanations of why some observers report organizational wrongdoing, whereas others do not, are considered in this article, where nearly 8,600 randomly selected employees of 15 organizations completed questionnaires concerning whistle-blowing.
Abstract: The potential explanations of why some observers report organizational wrongdoing, whereas others do not, are considered in this study. Nearly 8,600 randomly selected employees of 15 organizations completed questionnaires concerning whistle-blowing. Archival data and aggregate measures of organizational climate were also used. Discriminant analysis revealed that organization members who had observed alleged wrongdoing were more likely to blow the whistle if they had convincing evidence of wrongdoing, if the wrongdoing was serious, and if it directly affected them. Further, where the organization appeared to be dependent on the wrongdoing and threatened retaliation, whistle-blowers were more likely to report it to someone outside the organization. Implications for management practice and suggestions for future research are discussed.

404 citations


Journal ArticleDOI
TL;DR: In this article, the authors examined the relationship between training and organizational support to predict store performance and found that training and support were significantly correlated with both measures of store performance, although training was stronger than organizational support.
Abstract: The present study uses both objective and survey data to examine relations among retail sales training, organizational support, and store performance and to examine whether training interacts with organizational support to predict store performance. The study is unique in that it presents an example of the analysis of the relationship between organizational level measures of training and performance, as opposed to more traditional individual level measures. Archival data in a correlational design were analyzed for 62 stores belonging to the same international merchandising firm. Two measures of training and two measures of support were used to predict two measures of store performance. Results indicated that training and organizational support were significantly correlated with both measures of store performance, although the relationship between training and organizational performance was stronger. In contrast to predictions, there were no significant interactions between the training and support variables.

315 citations



Journal ArticleDOI
TL;DR: In this paper, the authors argue that coordination of the talents of researchers and practitioners is essential for narrowing the gap between research and practice, and suggest researchers focus their research on the best methods of ensuring use of relevant and valid data in appraisal, given organizational constraints.
Abstract: Recently, performance appraisal researchers have adopted a cognitive approach to analyzing judgment processes in performance appraisal. While this approach allows researchers to tap a wealth of knowledge applicable to the appraisal context, this line of research is likely to widen the already existing gap between research and practice. We argue that coordination of the talents of researchers and practitioners is essential for narrowing the gap. Specifically, we suggest researchers focus their research on the best methods of ensuring use of relevant and valid data in appraisal, given organizational constraints. We also suggest practitioners focus on determining observable and measurable aspects of performance, and thus, specify appropriate appraisal content. We also note that cognitive process research has promise for increasing raters' ability to judge accurately, but that this approach does not necessarily address the rater's willingness to provide accurate ratings.

213 citations


Journal ArticleDOI
TL;DR: In this article, a field study was conducted to examine attitudinal and behavioral variables associated with reemployment following job termination, finding that reemployed persons were significantly more confident of job search skills and engaged in a greater number of search behaviors than had individuals who had remained unemployed.
Abstract: A field study was conducted to examine attitudinal and behavioral variables associated with reemployment following job termination. Thirty-five employees were surveyed within two days following termination. Of those surveyed, 23 were contacted one month later regarding employment status. Analyses revealed that reemployed persons were significantly more confident of job search skills and had engaged in a greater number of search behaviors than had individuals who had remained unemployed. No significant differences between the reemployed and still unemployed groups were obtained in affective responses to termination or nonwork-related variables. The findings suggest that reemployment success is related to individual differences in expectations of successful job search. Implications for future research on job loss and reemployment are discussed.

186 citations


Journal ArticleDOI
TL;DR: In this paper, the authors examined the role of age in performance evaluations and found that older subordinates rated older subordinates lower than younger subordinates doing the same job, and that differences between self-ratings of performance and supervisory ratings seemed to be a function of the subordinate's age.
Abstract: Three issues were examined in this study relative to the role of subordinate age in performance evaluations. First, it was found that supervisors rated older subordinates lower than younger subordinates doing the same job. Second, differences between self-ratings of performance and supervisory ratings seemed to be a function of the subordinate's age. Third, a significant age × performance interaction was detected on ability attributions.

125 citations


Journal ArticleDOI
TL;DR: This paper examined the characteristics of individuals who file formal sexual harassment charges and described the behaviors and employment-related consequences associated with such charges, finding that over 65% of the charges involved job discharge.
Abstract: Eighty-one formal sexual harassment charges were examined in an attempt to identify the characteristics of individuals who file formal sexual harassment charges and describe the behaviors and employment-related consequences associated with such charges. The sex, age, marital status, educational level, occupation, and salary distributions of complainants differed significantly from the expected distributions based upon labor force statistics. As regards reported behaviors and consequences, the most compelling finding was that over 65% of the charges involved job discharge.

98 citations


Journal ArticleDOI
TL;DR: In this article, the authors used data from 264 employees of a large social service organization to test hypotheses predicting positive associations between participation and superior-subordinate communication behavior and found that participation in decision making is associated strongly with the quantity and quality of communication they experience with their superior.
Abstract: Traditional models of participative decision making neglect the role subordinates play in establishing a participative environment. In this study, participative decision making is viewed as a social phenomenon defined through interaction between superiors and subordinates. Data obtained from 264 employees of a large social service organization were used to test hypotheses predicting positive associations between participation and superior-subordinate communication behavior. The results provide support for the contention that, for subordinates, participation in decision making is associated strongly with the quantity and quality of communication they experience with their superior. Considering the impact of superior-subordinate communication in the establishment of participative decision making may aid in understanding what preconditions are necessary before such arrangements can become successful.

77 citations


Journal ArticleDOI
TL;DR: In this paper, three views of dynamic criteria are clarified: changes in group average performance, changes in validity over time, and changes in the rank-ordering of scores on the criterion over time.
Abstract: Discussions of “the criterion problem” stress the assumedly frequent incidence of dynamic criteria. However, different concepts of dynamic criteria have not been distinguished. Three views of dynamic criteria are clarified in this paper. These are dynamic criteria conceptualized as (a) changes in group average performance over time, (b) changes in validity over time, and (c) changes in the rank-ordering of scores on the criterion over time. The evidence cited for each concept of dynamic criteria is critically analyzed and submitted to significance tests. The results of analyses of 735 r's and 532 paired r's across time from studies pertinent to dynamic criteria are reported. It is concluded that dynamic criteria are rare phenomena, with the significant changes found in key studies explainable by methodological artifacts. Though many sources suggest that dynamic criteria have dire consequences for the overall selection process, we argue that the phenomena have been over-emphasized in the literature, and that practitioners' concern should focus instead on removing sources of criterion unreliability.

73 citations


Journal ArticleDOI
TL;DR: In this article, the relationship between employees' participation in quality circle (QC) activities and their reactions to their jobs was explored, and the relationship of participation in QC activities and employees' perceptions of the influence they have on their jobs, the characteristics of their jobs and their overall job satisfaction were examined.
Abstract: Quality circles have repeatedly been suggested as a technique for enhancing employees' involvement in and satisfaction with their work. This study explored the relationship between employees' participation in quality circle (QC) activities and their reactions to their jobs. Specifically, the relationship of participation in QC activities and employees' perceptions of the influence they have on their jobs, the characteristics of their jobs, and their overall job satisfaction were examined. Four hundred and fifty-five (455) QC members and 305 non-QC members, all employees of a large electronics manufacturer, were surveyed. The effect of QC membership as well as tenure in quality circles on the above variables is reported. Involvement in a quality circle was found to have a significant relationship to employees' perception of influence, as well as to some job characteristics. No significant effect of QC membership on job satisfaction was found. The results are discussed in the context of the need for further validation of many arguments heard about quality circles.

Journal ArticleDOI
TL;DR: In this article, the authors identify situational variables that moderate superiors' influence and find that the social context affected the orientation to the subordinate in that cooperative compared to competitive superiors expected mutual assistance, communicated supportively, and gave assistance.
Abstract: Organizations need to create the conditions in which superiors use their power effectively and appropriately, perhaps especially when subordinates are performing inadequately. Ninety undergraduates became managers who interacted with a low performing worker who demonstrated either insufficient ability or motivation. The managers also believed that their goals were cooperatively, individualistically, or competitively linked to the subordinate. Results identify situational variables that moderate superiors' influence. Generally, the social context affected the orientation to the subordinate in that cooperative compared to competitive superiors expected mutual assistance, communicated supportively, and gave assistance. Attribution affected the choice of influence methods and the attitudes of superiors. Superiors used threats and came to dislike the low effort subordinate, but wanted to work again with the low ability subordinate. Cooperation fostered attraction even when the other performed ineffectively, provided the reason was inadequate ability and not inadequate motivation. Evidence also suggests that competition creates a rigid response to the low performing subordinate whereas cooperative supervisors flexibly respond to the specific shortcoming of subordinates.

Journal ArticleDOI
TL;DR: In this article, the relationship between education, management style, and organizational effectiveness is examined and a model of a new more participative management style is presented and its relationship to education and skills is explicated.
Abstract: This paper examines the relationship between education, management style, and organizational effectiveness. The increasing education level in the society is pointed to as a strong force toward a more participative management style. However, it is stressed that much of the education which is taking place in the United States may not equip people to participate effectively in a more democratically managed workplace. Finally, a model of a new more participative management style is presented and its relationship to education and skills is explicated.

Journal ArticleDOI
TL;DR: In this paper, the authors summarized the empirical evidence on compressed work weeks and analyzed the effects of an implementation of a three-day/ thirty-eight hour (3/38) work schedule among information systems personnel.
Abstract: This paper summarizes the empirical evidence on compressed work weeks and analyzes the effects of an implementation of a three-day/ thirty-eight hour (3/38) work schedule among information systems personnel (N= 84). Data showed that eighteen months after implementation, 3/38 employees still strongly favor the compressed schedule. Those most likely to express favorable attitudes towards the schedule were employees who had participated in the decision to implement 3/38, those whose jobs had been enriched by the schedule change, and those with strong higher order needs. Fatigue did not appear to be a problem. The data also suggest substantial organizational payoffs including reductions in sick time, overtime, and personal leave time.

Journal ArticleDOI
TL;DR: In a series of experiments, college students, line managers, and compensation managers allocated salary increases to hypothetical job holders who varied in the criticality of their positions for accomplishment of organizational goals, occupational marketability, job performance, personal need for money, and increase in capability as discussed by the authors.
Abstract: In a series of experiments, college students, line managers, and compensation managers allocated salary increases to hypothetical job holders who varied in the criticality of their positions for accomplishment of organizational goals, occupational marketability, job performance, personal need for money, and increase in capability since the last performance review. Results indicated that though performance had the largest impact, a number of nonperformance factors also influenced the recommendations. Salary recommendations were lower when constrained by a budget, and performance, growth in capabilities, marketability, and criticality were all significantly related to the magnitudes of suggested increases.

Journal ArticleDOI
TL;DR: Snyder and Swann as mentioned in this paper found that people engage in information seeking strategies designed to confirm their impressions of others in the selection interview, however, subjects did not consistently adopt a confirmatory information seeking strategy.
Abstract: Impression formation research (Snyder & Swann, 1978) suggests that people engage in information seeking strategies designed to confirm their impressions of others In an extension of this work to the selection interview, Sackett (1982) found, however, that subjects did not consistently adopt a confirmatory information seeking strategy This study is a further examination of Snyder and Swann's theory In simulated interviews 170 subjects (1) read resumes of hypothetical applicants, (2) selected ten questions to ask each applicant, (3) received written responses to each question immediately on its selection, and (4) rated each applicant's suitability An interaction accounting for 73% of variance indicated that applicant ratings were based primarily on the content of applicants' responses, but initial impressions also played a part No clear-cut, confirmatory information seeking strategy was observed

Journal ArticleDOI
TL;DR: In this article, the power to detect true effects differs according to the type of design, the correlation between the pre- and post-test, and the size of the effect due to the training program.
Abstract: Sample size requirements needed to achieve various levels of statistical power using posttest-only, gain-score, and analysis of covariance designs in evaluating training interventions have been developed. Results are presented which indicate that the power to detect true effects differs according to the type of design, the correlation between the pre- and posttest, and the size of the effect due to the training program. We show that the type of design and correlations between the pre- and posttest complexly determine the power curve. Finally, an estimate of typical sample sizes used in training evaluation design has been determined and reviewed to determine the power of the various designs to detect true effects, given this sample-size specification. Recommendations for type of design are provided based on sample size and projected correlations between pre- and posttest scores.

Journal ArticleDOI
TL;DR: One hundred eighty-two University of Arizona employees each participated in one of two field studies of the valuation of fringe benefits as discussed by the authors, finding that a lack of employee knowledge regarding employer cost and market value of the studied benefit, and significant undervaluation of the benefit by employees were consistent with the hypothesis that employee benefit valuations anchor on employee contributions.
Abstract: One hundred eighty-two University of Arizona employees each participated in one of two field studies of the valuation of fringe benefits. Findings included: (a) a lack of employee knowledge regarding employer cost and market value of the studied benefit, and (b) significant undervaluation of the benefit by employees. These findings are consistent with the hypothesis that employee benefit valuations anchor on employee contributions. Implications for practitioners and suggestions for further research are discussed.

Journal ArticleDOI
TL;DR: In this article, the authors present two strategies for estimating the value of performance and for determining SD$ by considering the changes in the numbers and performance levels of system units which lead to increased aggregate performance.
Abstract: The standard deviation of performance quality measured in dollars, SD$, is critical to calculating the utility of personnel decisions. A popular technique for obtaining SD$ calls for supervisor estimates of the dollar value of performance at different levels. In many cases supervisors can base their estimates on the cost of contracting out the various levels of performance. Estimation problems can arise, however, in contexts where contracting out is not possible, such as in government organizations without private industry counterparts. Estimation problems may also exist where individual salary is only a small percentage of the value of the performance to the organization or of the equipment operated. This paper presents two strategies for estimating the value of performance and for determining SD$ by considering the changes in the numbers and performance levels of system units which lead to increased aggregate performance. One hundred U.S. Army tank commanders provided data about their jobs for these two strategies as well as for the supervisor estimation and salary percentage strategies. The new strategies appear to provide more appropriate and acceptable values of SD$ for those complex, expensive systems where dollar values of performance are less easily estimated.

Journal ArticleDOI
TL;DR: In this article, a study of 361 workplace justice proceedings in a field setting strongly suggests that men and women receive substantially different outcomes, and these results are invariant across differences in the severity and viability of the contested issues.
Abstract: There is extensive and persuasive documentation that the gender of an individual may bias a wide variety of managerial decisions. Potential differences in workplace justice as a function of the “defendent's” gender, however, have received little attention in organizational studies, and remain untested outside laboratory protocol. This study of 361 workplace justice proceedings in a field setting strongly suggests that men and women receive substantially different outcomes. These results are invariant across differences in the severity and viability of the contested issues.

Journal ArticleDOI
TL;DR: In this article, the authors used the Miner Sentence Completion Scale (MSCS) to measure managerial role motivation and found that congruent top executives had higher managerial motivation than either of the other two groups.
Abstract: Measures of managerial motivation (the Miner Sentence Completion Scale - Form H) were obtained from a sample composed of 75 chief executive and operating officers, executive vice presidents, and group vice presidents. Within this sample, 49 individuals had clearly worked their way up a bureaucratic hierarchy, and thus were congruent with managerial role motivation theory, while 26 were either the original entrepreneur or relatives of the entrepreneur. Comparisons were made with a sample of 65 managers in the same companies who, although of similar ages, had not reached the same high levels. The theory congruent top executives proved to have higher managerial motivation than either of the other two groups. These results support the hierarchic role-motivation theory and reinforce one of its most central propositions; they also support the use of the MSCS-Form H in the selection of managerial talent and in executive assessment.

Journal ArticleDOI
TL;DR: In this article, the authors reviewed the implications of the latest professional and legal guidelines for court deliberations regarding the criterion-related validity of paper-and-pencil tests with adverse impact.
Abstract: Title VII court cases litigated since 1978 were reviewed to assess the implications of the latest professional and legal guidelines for court deliberations regarding the criterion-related validity of paper-and-pencil tests with adverse impact. Major topics important to an understanding of predictor, criterion, procedural, data analysis, and interpretation issues were examined. Among the major findings were the heavy reliance placed on test development procedures and the reluctance of many judges to accept recent research findings, often contained in professional guidelines, which are inconsistent with those in the Uniform Guidelines on Employee Selection Procedures (1978). Suggestions are offered throughout to guide employers who are interested in successfully conducting or defending a criterion-related validation study.

Journal ArticleDOI
TL;DR: In this article, the authors report the results of a positive incentive program designed to reduce absenteeism at a hospital and show that the incentive program produced an 11.7% return on investment.
Abstract: This study reports the results of a positive incentive program designed to reduce absenteeism at a hospital. Absence data for a treatment group (N= 164) and a comparison group (N= 136) were collected for one year prior to the incentive program, the three years the plan was operational, and the year after the program was discontinued. In the treatment program, absence from the treatment group decreased significantly during the first and third years of the program; effects during the second year of the program were marginally significant. No changes occurred in the comparison group's absence level. A utility analysis revealed that the incentive program produced an 11.7% return on investment.

Journal ArticleDOI
TL;DR: In this article, the authors examined the relationship between absenteeism and turnover and found that the absenteeism-turnover relationship appears to be a variable process over time, people, situations, and measures.
Abstract: Several investigations have examined the relationship between absenteeism and turnover. These behaviors have been variously found to be correlated positively, negatively, or not at all. The present investigation studied this relationship using multiple measures of both absenteeism and turnover. The findings showed that different types of relationships were present depending on the measures used. A search for invariant relationships, using mutually exclusive models, does not seem useful. The absenteeism-turnover relationship appears to be a variable process over time, people, situations, and measures.

Journal ArticleDOI
TL;DR: In this article, the authors define logic-based measurement as a method of measurement in which all measures (test items) are constructed according to the applicable inferential formulae of logic.
Abstract: The purpose of this paper is to define logic-based measurement as a method of measurement in which all measures (test items) are constructed according to the applicable inferential formulae of logic. Such a method of test construction brings into verbal reasoning tests the inferential objectivity of numerical reasoning tests. The availability of such a technology has powerful implications in personnel selection regarding real-life prediction of inferential performance, the legal defensibility of personnel selection tests, the design of economical, inferentially nonredundant tests, and the design of test taxonomies in which basic inferential processes can be thoroughly sampled. These implications are discussed in this paper. Also the paper includes a discussion of the linkage of logic-based measurement with other recently developed technologies such as validity generalization and computer-tailored testing.


Journal ArticleDOI
TL;DR: In this paper, a technique was developed which provided a quantitative index of the fit between training curriculum content and job task performance requirements, and generated a listing of tasks which receive undue emphasis in the training curriculum, those which are not being trained, and those which instructors intend to train, but which course graduates report being unable to perform.
Abstract: A technique was developed which provided a quantitative index of the fit between training curriculum content and job task performance requirements. The procedure also generates a listing of tasks which receive undue emphasis in the training curriculum, those which are not being trained, and those which instructors intend to train, but which course graduates report being unable to perform. The procedure is illustrated for three training programs in the U.S. Coast Guard Class ‘A’ schools.

Journal ArticleDOI
TL;DR: In this paper, the authors analyzed the measurement properties of the personnel audit as an organizational assessment tool and the extent to which audit results relate to important organizational criteria and found that nine dimensions can effectively summarize 37 audit measures.
Abstract: This study analyzes the measurement properties of the personnel audit as an organizational assessment tool and the extent to which audit results relate to important organizational criteria. The findings reported here indicate that nine dimensions can effectively summarize 37 audit measures. The composite factor scores for these dimensions predict executive perceptions of “overall organizational performance” and “overall contribution of Personnel Function,” employee “overall satisfaction with personnel services,” and to a lesser extent, “profitability per capita.” The personnel budget allotted per capita is in turn related to executive perceptions of Personnel's contributions.