Showing papers on "Job performance published in 1983"

Job Satisfaction and the Good Soldier: The Relationship Between Affect and Employee “Citizenship”

Abstract: A measure of a wide array of employee activities on the job was completed by employees' supervisors at two points in time; employees reported their own job satisfaction via the Job Descriptive Index. Implications of relationships much higher than typically found in the job satisfaction–performance literature are discussed.

Job satisfaction: are all the parts there?

Abstract: Empirical data indicate that global measures of job satisfaction are not equivalent to the sum of the facet satisfactions. The purposes of this study were to explore the usefulness of single-item global measures of job satisfaction for job satisfaction research and also to explore whether global assessments of job satisfaction include consideration of variables typically not measured by job satisfaction instruments. Subjects are 185 employees working within two research and development units of two multinational corporations. The short-form Minnesota Satisfaction Questionnaire was used to obtain the sum of the facet satisfactions. Two single-item global questions of overall satisfaction were also used. One required a yes-no response and the second, a 1–5 rating response. Information about perceived determinants of job satisfaction, overall satisfaction with the job, satisfaction with occupational choice, career progress, and overall satisfaction with non-job related events was obtained through semi-structured interviews. Results indicate that defining overall job satisfaction as the sum of the evaluations of the discrete elements of which the job is composed, may lead to neglect of major determinants of job satisfaction. The “whole” appears to be more complex than the sum of the presently measured parts. Results also suggest that the 1–5 global rating of overall job satisfaction may be a more inclusive measure of overall job satisfaction than summation of many facet responses.

A Longitudinal Test of the Investment Model: The Impact on Job Satisfaction, Job Commitment, and Turnover of Variations in Rewards, Costs, Alternatives, and Investments

Abstract: A longitudinal study of moderately professionalized technical workers was conducted to test a vanety of investment model (Farrell & Rusbult, 1981) predictions concerning the determinants of job satisfaction, job commitment, and turnover In general, greater job satisfaction resulted from high job rewards and low job costs, whereas strong job commitment was produced by high rewards, low costs, poor alternative quality, and large investment size Whereas the impact of job rewards on satisfaction and commitment remained relatively constant, job costs seemed to exert an increasingly powerful influence over time Investment size, too, was shown to exert greater impact on job commitment with the passage of time Just prior to their leaving, the job commitment of employees who left was best predicted by a combination of rewards, costs, and alternatives Employees who stayed and those who left were shown to differ from one another with regard to changes over time in each investment model factor—those who left expenenced greater decline in rewards, increase in costs, increase in alternative quality, and decrease in investment size than did those who stayed Turnover appeared to be mediated by a decline over time in degree of job commitment

Social Desirability Response Effects: Three Alternative Models

Abstract: Three models are developed for the effects of social desirability (SD) on organizational behavior research results SD can act as (a) an unmeasured variable that produces spurious correlations betw

R&D Work Climate and Innovation in Semiconductors

Abstract: The article discusses a research on research-and-development (R&D) work climate and innovation in the semiconductor industry. The perceptions of respondents with regard to work climate were compute...

Psychology Applied to Work: An Introduction to Industrial and Organizational Psychology

Abstract: Introduction. Research methods in I/O psychology. Criteria. Predictors. Personnel decisions. Personnel training. Performance appraisal. Organizations and their influence on behavior. Job satisfaction. Work motivation. Leadership. Organizational communication. Job design and organization development. Union/management relations. Work conditions.

Recruiter and Job Influences on Candidates for Employment

Abstract: Employment interview research has been so largely focused on employer hmng decisions that little is known about job applicant decisions regarding employment. Two experiments were conducted to study the influences of recruiter behavior and job attributes on job applicant employment decisions Videotapes of mock interviews were constructed that varied recruiter affect and recruiter knowledge of the job (Experiment 1) and recruiter affect and job attractiveness (Experiment 2). These interviews were shown to student subjects (Ns =133 and 178) who were likely to apply for jobs similar to the sales position portrayed. Reliable effects of recruiter behavior and job attributes on subjects' propensities to pursue the job were obtained. Results indicated that recruiter behavior was consistently interpreted by subjects as a signal regarding their chances of getting a job offer, whereas job attributes exerted clear influence on perceived desirability of the job. Experiment 1 results (but not Experiment 2) indicated that recruiters may also influence the perceived desirability of the job

The relationship among perceptual similarity, sex, and performance ratings in manager-subordinate dyads.

Abstract: The relationship of perceptual similarity and sex in both manager and subordinate performance appraisals within manager-subordinate dyads was investigated Perceptual similarity accounted for a siz

Theoretical, Information Processing, and Situational Factors Affecting Attribution Theory Models of Organizational Behavior

Abstract: Attributional theories used to explain organizational behavior are overly restrictive. Attributional processes may vary with the type of attributional question addressed and with the level of information processing consistent with situational or motivational factors. Several attributional principles are organized into a typology involving type of attributional question and level of information processing. Boundary conditions affecting the use of particular principles are identified and the importance of differences among attributional processes are discussed.

Effects of Stressful Life Events on Individual Performance Effectiveness and Work Adjustment Processes Within Organizational Settings: A Research Model

Abstract: In administrative and organizational sciences, the impact of stress on valued work outcomes generallv has been conceptualized in terms of work, organization, and occupation related factors. This paper presents a new conceptual model and a series of research propositions that underscore and integrate the etiological significance of stressful life events in one's personal life with stresses originating from one's organizational life. Implications for future research are discussed.

Job attitude and motivation differences between volunteers and employees from comparable organizations.

Abstract: Author(s): Pearce, JL | Abstract: Data were collected from members of 8 organizations: volunteer- and employee-staffed newspapers, poverty relief agencies, family planning clinics, and fire departments. It was expected that volunteers would report greater intrinsic, social, and service motivation; greater job satisfaction; less intent to leave; it was also expected that their activities would be more praiseworthy than that of employees. ANOVAs confirmed the expectation for all variables except intrinsic motivation. Results are consistent with "sufficiency-of-justification" effects. Limitations of the present study and implications of the intrinsic-motivation exception for generalizations of laboratory findings to the workplace are discussed. (21 ref) (PsycINFO Database Record (c) 2006 APA, all rights reserved).

Effects of work stress and social support on information systems managers

Abstract: This study investigates the sources or organizational stress among information systems (IS) managers, the resulting symptoms of strain, and whether social support can reduce symptoms of strain. A field study comprised of a survey questionnaire was chosen as the most appropriate design for this investigation. The respondents were IS managers, ranging in organizational hierarchy from vice president or director to project manager, in both governmental and private sector organizations of varying sizes. The study reveals that job stresses among IS managers are positively related to psychological and physiological strains. While all of the stressors included in this investigation are significantly related to strain symptoms, certain stressors emerge as having the greatest impact. Likewise, certain strains that result from these stressors are more prevalent than others. Concerning social support, the study reveals that the level of social support among IS managers is lower than among other managers. When social support exists, strain among these managers is significantly lower. The implications of the study's findings are considerable both for the health prognosis of IS managers and their job performance.

The role of personality, occupation and organization in understanding the relationship between job stress, performance and absenteeism

Abstract: The relationship between job content and job context sources of stress and selected behavioural and attitudinal outcomes, absenteeism and perceived performance, was empirically examined, while controlling for differences in personality, occupation and organizational culture. Twelve hundred hospital workers were administered an occupational stress questionnaire and attendance records were collected from personnel files. Job content stress was found to reduce absenteeism but not to influence perceived performance, while job context stress increases absenteeism and reduces perceived performance. Personality was found to have a significant effect on performance but not on absenteeism; occupation influences absenteeism but not performance; and organizational culture contributes to the explanation of both absenteeism and performance. A significant interaction between job context stress and personality types was documented for the two outcomes.

Quantifying the effects of psychological interventions on employee job performance and work-force productivity.

Abstract: Quantification of the economic impact of psychological programs in organizations requires determination of (a) the size and variability of the resulting increase in job performance, and (b) the economic value of the increase in job performance. The new methods ofmeta-analysis allow attainment of the first of these, and in relation to the second, utility analysis methods enable us to translate job performance increases into estimates of the economic value of the program. In the area of personnel selection, many meta-analytic studies have already been conducted, resulting in precise and genemlizable estimates of the validity of cognitive ability tests and other selection procedures. Utility analyses show that the job performance increases resulting from use of valid selection methods have substantial economic value. Valid selection produces major increases in work-force productivity. State-of-the-art meta-analyses have not yet been carried out for nonselection interventions such as training or motivational programs. Utility analysis of the results of existing reviews suggest, however, that the economic value of many such programs will prove to be large. The combined effects of selection and nonselection interventions can be expected to produce increases in workforce productivity that are large indeed. Applied psychologists have conducted research on a variety of organizational interventions aimed at increasing employee job performance and productivity (Katzell & Guzzo, 1983). The usefulness of this research for business and government has often been bounded by two constraints: (a) the extent to which findings can be made definitive, and (b) the extent to which the impact of findings can be stated in administratively and economically meaningful terms. To render findings definitive, one must reconcile the apparently conflicting results of different studies. To assess the practical impact of findings, one must translate such arcane psychological jargon as "p < .01" into economically meaningful statements such as "a 10% increase in output" or "a reduction of $100 million in labor costs." Recent advances have been made in both areas under the rubrics meta-analysis and utility analysis. This article summarizes, in broad outline, the application of these techniques to the areas of personnel selection and organizational interventions. Meta-analysis is a collection of techniques for quantitatively cumulating results across studies (Glass, McGaw, & Smith, 1981; Hunter, Schmidt, & Jackson, 1982). Meta-analysis has shown that in many areas, there is no real conflict between the results of different studies; the apparent differences are due to sampling error and other artifacts. A stateof-the-art meta-analysis allows the reviewer to correct for the effects of several artifacts that distort findings in individual studies: sampling error, error of measurement, and restriction in range. A review of meta-analysis methods for correlation coefficients and for effect sizes can be found in Hunter et al. (1982). Utility analysis is the assessment of the economic or social impact of organizational programs (Katzell and Guzzo, 1983). A key problem in psychological research is that impact is usually measured on psychological rather than economic scales. For example, job performance is usually measured by supervisor ratings. Thus a special analysis is needed to translate findings into economically meaningful terms, such as dollars of labor savings. In personnel selection, formulas for assessing utility have been available for over 30 years (Brogden, 1949; Cronbach & Gleser, 1965) but have not generally been applied because one parameter in these formulas (the standard deviation of job performance in dollar terms) has been difficult to estimate, Base' line formulas for estimating this parameter now exist (Hunter & Schmidt, 1982; Schmidt, Hunter, McKenzie, & Muldrow, 1979; Schmidt & Hunter, Note 1). Furthermore, the methods of utility analysis have now been extended to the assessment of nonselection organizational interventions such as trainApril 1983 • American Psychologist Copyright 1983 by the American Psychological Association, Inc. 473 ing or performance incentive programs (Schmidt, Hunter, & Pearlman, 1982).

Policy Capturing as an Approach to Understanding and Improving Performance Appraisal: A Review of the Literature.

Abstract: This paper reviews the research dealing with the use of policy capturing as a technique to understand and improve the performance appraisal process. Major methodological problems are emphasized, along with directions for future research. A number of practical implications and applications are discussed.

A process-oriented investigation of recruitment source effectiveness.

Abstract: Two hypotheses explaining the causes of differences in recruitment source effectiveness, the realism of job information provided and the characteristics of individuals recruited, were tested on a sample of packaging plant employees. Seven recruitment sources used by the plant were found to differ in effectiveness as measured by attendance, performance and tenure. The hypothesis that recruitment sources differ because they reach individuals from different applicant populations received strongest support. Implications of the findings for future research and for organizational recruitment programs are discussed.

Kolb's Experiential Learning Theory: A Framework for Assessing Person-Job Interaction

Abstract: This paper presents Kolb's experiential learning theory as a framework for measuring the person and the job in the same language. In addition, it suggests other valuable uses of Kolb's theory, such as increasing understanding of person-Job match or mismatch, identifying pivotal versus peripheral skills in jobs, and determining whether mismatched (over- or underqualified) person-job relationships result in different levels of performance or satisfaction.