Showing papers in "Personnel Psychology in 1991"
TL;DR: In this article, the authors investigated the relation of the Big Five personality dimensions (extraversion, emotional stability, Agreeableness, Conscientiousness, and Openness to Experience) to three job performance criteria (job proficiency, training proficiency, and personnel data) for five occupational groups (professionals, police, managers, sales, and skilled/semi-skilled).
Abstract: This study investigated the relation of the “Big Five” personality dimensions (Extraversion, Emotional Stability, Agreeableness, Conscientiousness, and Openness to Experience) to three job performance criteria (job proficiency, training proficiency, and personnel data) for five occupational groups (professionals, police, managers, sales, and skilled/semi-skilled). Results indicated that one dimension of personality, Conscientiousness, showed consistent relations with all job performance criteria for all occupational groups. For the remaining personality dimensions, the estimated true score correlations varied by occupational group and criterion type. Extraversion was a valid predictor for two occupations involving social interaction, managers and sales (across criterion types). Also, both Openness to Experience and Extraversion were valid predictors of the training proficiency criterion (across occupations). Other personality dimensions were also found to be valid predictors for some occupations and some criterion types, but the magnitude of the estimated true score correlations was small (ρ < .10). Overall, the results illustrate the benefits of using the 5-factor model of personality to accumulate and communicate empirical findings. The findings have numerous implications for research and practice in personnel psychology, especially in the subfields of personnel selection, training and development, and performance appraisal.
8,018 citations
TL;DR: In this article, the authors present an empirical test of the effects of trainee choice of training on subsequent motivation and learning, and find that those who had a choice had greater motivation to learn, provided they were ultimately given the training of their choice, while those who did not choose but whose choice was not the training module subsequently delivered were less motivated.
Abstract: This study presents an empirical test of the effects of trainee choice of training on subsequent motivation and learning 207 trainees were randomly assigned to one of three conditions: (a) no choice of training; (b) choice of training–but choice not received; (c) choice of training–with choice received A pilot study was used to create a unique training context whereby trainees could be differentiated on the three conditions of choice, while all ultimately received the identical training module Results indicated that, after controlling for cognitive ability, those trainees having a choice of training did have greater motivation to learn, provided they were ultimately given the training of their choice On the other hand, trainees allowed to choose but whose choice was not the training module subsequently delivered were less motivated and learned less than those not asked to participate in the choice of training at all These findings suggest that, in an organizational training context, there may be some “perils of participation” Implications for future research and practice are discussed
377 citations
TL;DR: Li et al. as discussed by the authors found that self-ratings of performance are more lenient than are supervisory ratings of performance in the Republic of China (Taiwan) compared to their U.S. counterparts.
Abstract: Using a sample of 982 leader-subordinate dyads drawn from nine different organizations in the Republic of China (i.e., Taiwan), self-ratings of performance were compared with supervisory ratings of subordinate performance. Results indicated that Chinese employees rated their job performance less favorably than did their supervisors (i.e., they exhibited a modesty bias). This modesty bias occurred relatively uniformly across gender, various educational levels, and age groups. These results are contrary to the typically reported U.S. finding that self-ratings of performance are more lenient than are supervisory ratings. A further comparison of the means of supervisory and self-ratings between this study and previous U.S. research revealed that the modesty bias appeared to be produced by the lower self-ratings made by Chinese workers as compared to their U.S. counterparts. The findings suggest that culture plays a critical role in shaping workers' perceptions of their own work performance. Results of this study are discussed in terms of their implications for future research and practice in international human resource management.
245 citations
TL;DR: This paper found that recruiting practices significantly affected all measures of student applicants' reactions to campus interviews, including perceptions of the job itself and other job attributes, but the likelihood of job acceptance was still mostly unaffected by recruiting practices.
Abstract: Prior studies of the simultaneous effects of recruiting practices and job attributes on applicant reactions to the initial employment interview offered consistent support for a job attributes effect, but limited support for a recruiting practices effect. The present study, using a preinterview-postinterview design, found that recruiting practices significantly affected all measures of student applicants' reactions to campus interviews. Recruiters had a greater effect on perceptions of the job itself than on perceptions of other job attributes. However, likelihood of job acceptance–the applicant reaction that was conceptually closest to job choice–was still mostly unaffected by recruiting practices. Further research examining the effect of recruiting practices on applicant responses throughout the recruitment process is recommended.
121 citations
TL;DR: In this paper, the authors considered the possible influence of demographic characteristics on task ratings of patrol officers in a large city in the United States and concluded that incumbent experience is a salient issue in job analysis using SME groups.
Abstract: It is common for job analysts to solicit information from incumbents and supervisors (Subject Matter Experts or SMEs) when conducting a job analysis. These SMEs are asked to provide ratings on salient dimensions (e.g., frequency and importance of tasks that comprise the job). In constructing samples of SMEs for this purpose, it is reasonable to consider any possible influences that might bias or systematically influence the task ratings. The present paper considers the possible influence of SME demographic characteristics on task ratings of frequency. The tasks comprising the job of patrol officer in a large city were rated for frequency by approximately 700 incumbents. These ratings were gathered in two different years, 1982 and 1984. The total data set was used to conduct a components analysis of the 444-item task inventory. The first eight principal components were considered the dependent variables and four demographic characteristics the independent variables in an analysis of the 1982 data set. Analysis of variance and follow-up tests indicated that incumbent experience had a substantial influence on task ratings. Educational level and race had minimal effects on ratings. The sex factor was confounded by the experience factor, making interpretation of the sex effect equivocal. Mechanisms that might account for the experience effect are discussed. It was concluded that incumbent experience is a salient issue in job analysis using SME groups.
100 citations
TL;DR: In this paper, two different point-factor job evaluation instruments were used to evaluate 71 managerial and service jobs in a metropolitan university, and five different weighting models were compared in terms of predictive validity and salary classification.
Abstract: This research was designed to examine differences in the predictive power of alternative scale weighting methods in the context of job evaluation. Two different point-factor job evaluation instruments were used to evaluate 71 managerial and service jobs in a metropolitan university, and five different weighting models were compared in terms of predictive validity and salary classification. For the job evaluation system having high multicollinearity and validity concentration, no significant differences in accuracy were found among the weighting methods. However, in the more heterogeneous system, prediction models based upon unit weights, correlational weights, and multiple regression had significantly higher predictive validity than models based upon equal raw score weights or rational weights developed by a job evaluation committee. In addition, the weighting models differed substantially in terms of the predicted policy wages and classification structures.
22 citations