摘要:

Studies of the influence of trainee characteristics on training effectiveness have focused on the ability level necessary to learn program content. Motivational and environmental influences on training effectiveness have received little attention. The purpose of this study was to test an exploratory model describing the influence on trainee career and job attitudes on training outcomes (learning, behavior change, performance improvement). Results of the study suggest that job involvement and career planning are antecedents of learning and behavior change. Future research directions and practical implications of the results are discussed.

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1986.tb00950.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY

摘要:

A computerized system was developed for generating narrative interpretations of scores from a battery of personnel screening tests. The report structure and interpretive statement library were designed to capture the test expertise and interpretive strategies of a panel of testing experts. This was accomplished by enumerating the questions that the experts believed the battery could answer, developing answers to these questions, and devising rules for selecting the appropriate answers based on test‐battery scores. The accuracy, thoroughness, readability, and coherence of the computer‐generated reports were evaluated in comparison to reports generated by human experts for the same examinees. Results of the evaluation showed the computerized reports to be more accurate and thorough, as readable, and somewhat less coherent than interpretations generated by the typical human expert. The computerized system development and validation strategies described are useful for other applications in which numbers are interpreted in a narrative report for

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1986.tb00951.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY

摘要:

The purpose was to evaluate methods for selecting respondents who would respond accurately to items on a job‐analysis questionnaire. One general method involved obtaining from employees measures that assessed background, performance, and organizational information. This information could be used to identify respondents who were knowledgeable about the job and, therefore, able to rate the job accurately. A second general method involved collecting job‐analysis data from all potential job‐analysis respondents and, on the basis of indices computed on these data, selecting a subsample from them. Two indices were investigated: (1) theDindex, which assessed similarity between an individual's ratings and the population's mean ratings, and (2) the carelessness index, which measured an individual's tendency to rate tasks known to be unrelated to the focal job as important. Both methods were applied to a sample of 343 mental‐health workers. Four general postulates for job analysts were proposed on the basis of the results: (1) Different selection measures yield somewhat different job‐analysis respondents. (2) Respondents are not equally accurate and, with the use of the carelessness index, may be screened for the tendency to make errors. (3) In some applications, the number of sampled respondents needs to be greater than three in order to obtain reliable results. (4) To the degree that the job is ill‐defined and unstable, the selection of job‐analysis respondents assumes greater importance a

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1986.tb00952.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY

摘要:

Recently a number of authors have argued persuasively that performance ratings are influenced to a large extent by the way the rater selects, organizes, stores, and recalls information. Although the influence of the rater's cognitive processes on the obtained ratings has been considered in the job‐performance evaluation literature, this issue has not been considered in the assessment center literature. The purpose of the present study was to examine how assessment center methods affect the way assessors organize and process assessment center information and affect the ratings they make. Independent groups of assessors underwent one of two methods for evaluating candidates in an assessment center. Data indicated differences in the convergent and discriminant validities and differences in the factor structures of the ratings for the two methods. The pattern of results suggested that the two methods for evaluating assessment center candidates affected the way the assessors organized the assessment center information and affected the obtained ratings. Future research should consider assessment center methods and assessors as sources of variation in assessment center rating

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1986.tb00953.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY

摘要:

This study examined supervisor perceptions and subordinate reactions to formal performance‐appraisal reviews. The performance‐appraisal behaviors of supervisors and the reactions of their subordinates were studied in a sample of university employees. A factor analysis revealed that there were three dimensions of formal performance appraisals: two developmental dimensions (being supportive; emphasizing performance improvement) and one administrative dimension (discussing pay and advancement). Regression analyses suggested that supervisors supported highly rated individuals and stressed improvement efforts for poor performers. After controlling for the level of previous performance ratings, results indicated that support in the appraisal review was associated with higher levels of employee motivation, while discussing pay and advancement was associated with higher levels of employee satisfaction. Unfortunately, improvement efforts by the supervisors did not influence job performance one year la

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1986.tb00954.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY

摘要:

Selection decisions in the evaluation of applicants for managerial positions and recommended starting salaries were examined in samples of professional interviewers and students. Significant differences were noted between the two samples in the number and nature of factors used in making selection and salary decisions. Implications of the generalizability of student samples in selection and managerial decision‐making research are discusse

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1986.tb00955.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY

摘要:

The practicality of three appraisal instruments were measured in terms of user preference, namely, behavioral observation scales (BOS), behavioral expectation scales (BES), and trait scales. A questionnaire containing items pertaining to differentiating good from poor performers, objectivity, providing feedback, suggesting training needs, and ease of use was administered to managers and their subordinates. In all instances, BOS were preferred to BES, and in all but two instances, BOS were viewed as superior to trait scales. Trait scales were felt to be as good if not better than BES. A second questionnaire administered to attorneys indicated that BOS would be easier to defend in the courtroom than either BES or trait scales.

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1986.tb00956.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY

摘要:

Book Review in this Article:Famularo, JosephJ. (Editor‐in‐Chief). Handbook of Human Resources Administration (2nd ed.).Armstrong, J. Scott. Long‐Range Forecasting: From Crystal Ball to Computer (2nd ed.).Flamholtz, EricG. Human Resource Accounting: Advances in Concepts, Methods, and Applications (2nd ed.).Walton, RichardE. and Lawrence, PaulR. (Eds.). HRM: Trends and Challenges.Kilmann, RalphH., Saxton, MaryJ., Serpa, RoyandAssociates. Gaining Control of the Corporate Culture.Bennis, WarrenandNanus, Burt. Leaders: The Strategies for Taking Charge.Harris, PhilipR. Management in Transition: Transforming Managerial Practices and Organizational Strategies for a New Work Culture.Roberson, Cliff. Staying Out of Court: A Manager's Guide to Employment Law.Phillips, JackJ. Improving Supervisory Effectiveness: How Organizations Can Raise the Performance of Their First‐Level Managers.Brunsson, Nils. The Irrational Organization: Irrationality as a Basis for Organizational Action and Change.Chusmir, LeonardH. Matching Individuals to Jobs: A Motivational Answer for Personnel and Counseling Professionals.Blake, RobertR.andMouton, JaneS. Executive Achievement: Making It at the Top.Deci, EdwardL.andRyan, RichardM. Intrinsic Motivation and Self‐Determination in Human Behavior.Lecturer in Psychology California State University, San Bernardino San Bernardino, CaliforniaMisumi, Jyuji. The Behavioral Science of Leadership: An Interdisciplinary Japanese Research Program (Translated from the Japanese; General Editor, Mark F. Peterson).Greenbaum, HowardH., Hellweg, SusanA., Walters, JosephW.andAssociates. Organizational Communications, Vol. 10: Abstracts, Analysis and Overview.Oborne, DavidJ. Computers at Work: A Behavioural Approach.Hershey, Robert.Organizational Morale.Kaplan, RobertE., Drath, WilfredH.andKofodimos, JoanR. High Hurdles: The Challenge of Executive Self‐Development (Technical Report No. 25).Dilts, DavidA., Deitsch, ClarenceR.andPaul, RobertJ. Getting Absent Workers Back on the Job: An Analytical Approach.Kirkpatrick, DonaldL. HOW to Manage Change Effectively: Approaches, Methods, and Case Examples.Collins, ElizaG. C. (Ed.). The Executive Dilemma: Handling People Problems at Work.Dalton, GeneW.andThompson, PaulH. Novations: Strategies for Career Management.Schultz, DuaneP.andSchultz, SydneyEllen. Psychology and Industry Today: An Introduction to Industrial and Organizational Psychology (4th ed.).Beatty, Richard, Montagno, RayandMontgomery, Daniel(Eds.). Human Resource Information Systems Sourcebook.Bernstein, Paula. Family Ties, Corporate Bonds.Slevin, DennisP. Executive Survival Manual: A Program for Managerial Effectiveness.Manager, Organization and Human Resource Development Farm Credit Banks St. Louis, MissouriBuchholz, Steve(Ed.)‐ The Positive Manager.Assistant Professor of Psychology Auburn University Auburn, AlabamaBowman, SarahY.andShafritz, JayM. (Eds.)‐ Public Personnel Administration: An Annotated Bibliography.Associate Professor Queens College of the City University of New York Flushing, New YorkWright, George(Ed.). Behavioral Decision Making.Psychologist Federal Aviation Administration Washington, DCZander, Alvin. The Purposes of Groups and Organizations.Professor and Chair, Psychology Beaver College Glenside, PennsylvaniaRosenzweig, MarkP.andPorter, LymanW. (Eds.)‐ Annual Review of Psychology

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1986.tb00957.x

出版商:Blackwell Publishing Ltd    

年代:1986

数据来源: WILEY