摘要:

Using a quasi‐experimental posttest design, this study compared supervisor perceptions of performance and absenteeism and employee attitudes of 155 child care center users and waiting list employees. Although child care was not related to supervisor views of performance or absenteeism, employees were more likely to receive favorable appraisals if absenteeism was low. Child care had greatest impact on females and employees without a family buffer. Child care positively influenced users' attitudes toward managing work and child care responsibilities, and views on the attractiveness and administration of benefits. The greater the use of care across all dependents, the more favorable the attitudes. A “frustration effect” occurred involving the lowering of waiting list employees' perceptions of the attractiveness and fairness of child care. The study suggests that child care benefits are more likely to significantly effect employee attitudes and membership behaviors such as recruitment and retention than performance or absent

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1992.tb00857.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

One factor that can affect the transfer of technical skills to the job is the extent to which the trainee is given the opportunity to perform trained tasks on the job. The opportunity to perform trained tasks was conceptualized as consisting of three dimensions: breadth, activity level, and type of tasks performed. Graduates from an Air Force technical training program and their supervisors (N= 180) responded to questionnaires measuring these three dimensions and various organizational, work context, and individual factors 4 months after the airmen had completed the training program. The results indicated that airmen obtained differential opportunities to perform trained tasks and that these differences were related to supervisory attitudes and workgroup support as well as the trainee's self‐efficacy and cognitive ability. Implications for training research and practice are discusse

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1992.tb00858.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

This study presents a test of the influence of social context on training outcomes. Specifically, the effects of labeling microcomputer usage as an opportunity were examined on computer anxiety, computer efficacy beliefs, and learning. Nonacademic university employees enrolled in an introductory microcomputer training class were assigned to a session in which microcomputer usage was randomly established as an opportunity or neutral. Two studies were conducted. Study 1 (N= 84) identified the issue characteristics of opportunities and threats as a basis to establish context. Study 2(N= 79) reported the results of the training. Results indicated that, after controlling for pretraining expectations about microcomputer usage, trainees in the opportunity condition exhibited higher computer efficacy and learning, as well as lower computer anxiety, than trainees in the neutral condition. These findings suggest that labeling the context can be a relatively powerful training intervention. Implications for practice and future research are discussed.

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1992.tb00859.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

A field experiment of 68 full‐time employees studied the effects of performance feedback and cognitive playfulness (that is, cognitive spontaneity in human‐computer interactions) on microcomputer training performance. In addition, this research examined the impacts of performance feedback and cognitive playfulness on software efficacy perceptions and on a variety of affective outcomes, including satisfaction with feedback, satisfaction with training, and positive mood. The findings suggest that positive feedback generally results in higher test performance and more positive affective outcomes, than does negative feedback. Similarly, employees higher in cognitive playfulness demonstrated higher test performance and more positive affective outcomes than those lower in cognitive playfulness. Finally, a significant feedback × playfulness interaction on test performance was found. Specifically, employees lower in cognitive playfulness benefited more from the positive feedback than did those higher in cognitive playfulness. Implications for practice and future research are discu

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1992.tb00860.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

This study used a moderated cross‐level design to predict union commitment among 355 union survivors after layoffs. Survivors experiencing varying degrees of layoffs at 15 job sites judged the legitimacy of the company's layoff explanation. In each case, the account implicated the union as the agent responsible for the layoff decision. Company records were used to aggregate layoff severity within job site. Survey measures were used to assess retrospective belief in the account and commitment to the union after the layoff event. Based on interactional justice theory, a significant interaction was predicted between layoff severity and belief in the account as related to postlayoff union commitment. Survivors with higher levels of belief in the account were expected to be less committed to the union than those with moderate or lower levels of belief under more severe layoffs. Moderated regression analyses of overall commitment supported the expected interaction. Regression analyses of commitment components revealed that only willingness to work for the union was affected by the interaction. Additional analyses, in which the willingness to work component was regressed onto layoff severity within high to low belief subgroups, were also consistent with the prediction. Theoretical and practical implications of the findings for company and union officials in managing union survivors are discusse

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1992.tb00861.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

Hulin, Henry, and Noon (1990) reviewed evidence from a number of studies which supported, in their view, the position that predictive validities decreased over time. If correct, their results would have significant implications for personnel selection practice and research. However, further analysis of their evidence suggested that their results may have only limited generalizability. More specifically, few of the studies they used to support their claim of decreasing predictive validities were field studies of prediction‐criterion pairs. Furthermore^ reported data on lagged intercorrelations were of limited relevance to the question of decreasing validities. Finally, a large body of data relevant to the issue of time‐lagged validities in a personnel selection context were omitted because the data did not meet Hulin et al.'s restrictive crite

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1992.tb00862.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

Research on mentorships has suffered from fragmentation of key issues; specifically, type of mentoring relationship, functions served by the mentor, and outcomes of the mentoring relationship. A field study was conducted comparing 212 protégés who were involved in informally developed mentorships, 53 protégés involved in formal mentor‐ship programs, and 284 individuals who did not have mentors. Individuals in informal and formal mentorships were compared along two mentoring dimensions: psychosocial and career‐related functions. All groups were compared on three outcome measures: organizational socialization, job satisfaction, and salary. Results indicated protégés in informal mentorships reported more career‐related support from their mentors and higher salaries than protégés in formal mentorships. For all outcome variables, protégés in informal mentorships also reported more favorable outcomes than nonmentored individuals. However, outcomes from protégés in formal mentorships were generally not significant from the other two groups. Implications for mentorship practices and resea

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1992.tb00863.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

Book review in This Article:PEDLER, MIKE (Ed.). Action Learning in Practice (2nd ed.).MORRISON, JOHN E. (Ed.). Training for Performance: Principles of Applied Human Learning.BIGELOW, JOHN D. (Ed.). Managerial Skills: Explorations in Practical Knowledge.DASTMALCHIAN, ALI, BLYTON, PAUL, and ADAMSON, RAYMOND. The Climate of Workplace Relations.LEVESQUE, JOSEPH D. The Human Resource Problem‐Solver's Handbook.SURI, G.K., SINGH, AJIT and AKHTAR, SYED (Eds.). Quality of Worklife and Productivity.DORNSTEIN, MIRIAM. Conceptions of Fair Pay: Theoretical Perspectives and Empirical Research.GILOVICH, THOMAS. How We Know What Isn't So: The Fallibility of Human Reason in Everyday Life.FRAYNE, COLETTE A. Reducing Employee Absenteeism Through Self‐Management Training: A Research‐Based Analysis and Guide.TOCH, HANS and GRANT, J. DOUGLAS. Police as Problem Solvers.TJOSVOLD, DEAN and TJOSVOLD, MARY M. Leading the Team Organization: How to Create an Enduring Competitive Advantage.BAZERMAN, MAX H. and NEALE, MARGARET A. Negotiating Rationally.JONES, JOHN W. (Ed.). Preemployment Honesty Testing: Current Research and Future Directions.BORMAN, KATHRYN M. The First “Real” Job: A Study of Young Workers.KLINGNER, DONALD with Nancy G. O'Neil. Workplace Drug Abuse and AIDS: A Guide to Human Resource Management Policy and Practice.KOSSEK, ELLEN ERNST (Ed.). Child Care Challenges for Employers.SCANLON, WALTER F. Alcoholism and Drug Abuse in the Workplace: Managing Care and Costs Through Employee Assistance Programs (2nd ed.).GOFF, J. LARRY and GOFF, PATRICIA J. Organizational Co‐Dependence: Causes and Cures.BACKER, THOMAS E. and O'HARA, KIRK B. Organizational Change and Drug‐Free Workplaces: Templates for Success.JAIN, HARISH, PITTS, BARBARA M. and DE SANTIS, GLORIA (Eds.). Equality for All: National Conference on Racial Equality in the Workplace–Retrospect and Prospect.KAPONYA, PAUL G. The Human Resources Professional: Tactics and Strategies for Career Success.BATTEN, JOE D. Tough‐Minded Leadership.GATTO, REX P. Controlling Stress in the Workplace.MORRISON, ROBERT F. and ADAMS, JEROME (Eds.). Contemporary Career Development Issues.ROSENZWEIG, MARK R. and PORTER, LYMAN W. (Eds.). Annual Review of Psychology

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1992.tb00864.x

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY