ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1968.tb00319.x

出版商:Blackwell Publishing Ltd    

年代:1968

数据来源: WILEY

摘要:

SummaryA job‐related, “fair test” of ability, when used as one tool and not as the sole determining factor, has been established by arbitrators to be an appropriate selection instrument. If a test has been determined as being job‐related (i.e., related to the actual performance of the job), has been administered and scored both fairly and consistently, it will be considered a “fair test.” Generally, in unioncompany contracts that mention testing, a “fair test” contains the above qualifications. Arbitrators have indicated that the union involved should be afforded the opportunity to see the test; it was made quite clear, however, that the union should not have the test.In all cases reviewed, tests were upheld by arbitrators when they (1) were “fair tests,” and (2) did not conflict with the contract language. Past testing practice was not a determining factor when these two conditions existed.A total of 69 cases between 1953 and 1967 have been found relevant–27 from 1953 to 1962 and 42 from 1963 to 1967. In the first study, 13 cases were lost by a company; in six of these cases a company violated the union‐company contract and in seven cases the test used did not qualify as a “fair test.” A total of twelve cases were lost by a company in the second study; in two cases a company violated the union‐company contract and in ten cases the test used did

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1968.tb00320.x

出版商:Blackwell Publishing Ltd    

年代:1968

数据来源: WILEY

摘要:

SummaryThepurpose of this experiment was to test the effect of two degrees of delegation on the foreman's behavior in a conference with his men. A simulated life situation, involving a foreman and three assembly workers, was used. Time‐study data indicated a source of inefficiency and raised the problem of improving work methods. Groups of four persons interacted under two conditions: in 85 of the groups the foreman was instructed by his superior to introduce a specific solution to a problem; in the other 86 groups he was instructed to share the problem with his men. All subjects were middle‐management personnel in government and industry, and all had been exposed to the concept of participation in gaining the acceptance of a decision. Equal samples from each population were tested under the two conditions.Measures included the following: (1) types of decisions reached; (2) foreman's method of posing the topic for discussion; (3) men's acceptance of the decision; (4) foreman's perception of men who disagreed with him; and (5) whether or not the foreman shared the time‐study data with the men.The results revealed that the two experimental conditions produced no differential effect on any of the measures. Persons serving as foremen conducted their meetings as they saw fit and were uninfluenced by their lack of freedom under one condition and their high degree of freedom under the

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1968.tb00321.x

出版商:Blackwell Publishing Ltd    

年代:1968

数据来源: WILEY

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1968.tb00322.x

出版商:Blackwell Publishing Ltd    

年代:1968

数据来源: WILEY

摘要:

SummaryReliable measurement of needs and need satisfaction on Maslow's hierarchy is possible. Clerical employees (mainly female) indicated a high need for self‐actualization and autonomy. In this respect they are similar to lower level managers described by Porter (1962) and women described by Jurgensen (1949). There was no substantial difference in need satisfaction patterns between clerical employees in routine jobs and those in more complex clerical jobs. Similarly, no difference was found in the motivation of these two groups. It was concluded that jobs which appear to management as higher in responsibility and complexity, and which are commonly viewed as promotions, may not always provide additional satisfactions in self‐actualization, autonomy, or esteem. This study focused on the importance of defining accurately what constitutes job enlargement. An increase in variety and responsibility does not necessarily result in increasing higher order need satisfaction or motivation. How much job enlargement makes a difference in these variables is still open to question and must be the subject of further investigat

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1968.tb00323.x

出版商:Blackwell Publishing Ltd    

年代:1968

数据来源: WILEY

摘要:

SummaryThe purposes of this investigation were to replicate a classic study of the grapevine reported by Davis in 1953, and to extend the results by obtaining personality data (Bass Orientation Inventory scores) on the subjects. The present study was carried out in a state government unit with 79 employees. Davis’“ecco analysis” method was used to study the flow of information through the grapevine. Nine grapevine items were investigated with respect to where, when, and how the subjects had learned of the information.Two of Davis’ findings–the relatively small percentage of in‐dividuals functioning in a liaison capacity in disseminating any particular item of information, and the positive relationship between grapevine knowledge and an individual's level in the organizational hierarchy–were confirmed. Two other findings of Davis–relating to the degree of within‐unit vs. between‐unit spread of information, and the degree of individual consistency in functioning as liaisons–were not confirmed. Again, it should be stressed that, while Davis’ study was concerned with communication within the managerial force of a manufacturing concern, the present study was carried out in a governmental organization and involved personnel from both the managerial and the rank‐and‐file levels. Thus, because of the particular nature of the samples in each of the two investigations, any generalizations about the operation of grapevines in organizations need to be

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1968.tb00324.x

出版商:Blackwell Publishing Ltd    

年代:1968

数据来源: WILEY

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1968.tb00325.x

出版商:Blackwell Publishing Ltd    

年代:1968

数据来源: WILEY

摘要:

SummaryDespite its strong logical and technical appeal, the employment of the matched group design in applied psychological research has been restricted by practical problems associated with its use. A procedure which circumvents several of the problems of conventional matching was described. Basically, the procedure involves pairing of subjects from two or more treatment pools after the completion of training or other treatment, but without knowledge of the performance of the subjects. Three empirical tryouts of the procedure were summarized. The procedure worked quite well when only two groups were involved and was fairly satisfactory when applied to four groups. Other experimental designs may be better when more than two groups are involved. It was concluded that matching from treatment pools after differential treatment of the pools warrants more extensive use in applied psychological research than it has been accorded in the past.

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1968.tb00326.x

出版商:Blackwell Publishing Ltd    

年代:1968

数据来源: WILEY

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1968.tb00327.x

出版商:Blackwell Publishing Ltd    

年代:1968

数据来源: WILEY

摘要:

Book Reviews comes in this articlesFLEISHMAN, EDWIN A. (Editor)Studies in Personnel and Industrial PsychologyWESTIN, ALAN F.Privacy and FreedomDAVIS, KEITH.Human Relation at Work: The Dynamics of Organizational BehaviorBERRY, DEAN F.The Politics of Personnel ResearchHOUSE, ROBERT J.Management Development: Design, Evaluation, and ImplementationMCKENNA, FRANK S.Personnel Selection: A Self Instructional ProgramSMITH, NORMAN R.The Entrepreneur and His Firm: The Relationship between Type of Man and Type of CompanyGONZALEZ, RICHARD F., AND NEGANDHI, ANANT R.The United States Overseas Executive: His Orientations and Career PatternsRICHMAN, BARRY M.Management Development and Education in the Soviet UnionHEYEL, CARL (Editor)The Foreman's HandbookRANDALL, CLARENCE B.The Executive in TransitionU. S. DEPARTMENT OF LABOR.Selected Characteristics of Occupations (Physical Demands, Working Conditions, Training Time): A Supplement to The Dictionary of Occupational Titles, Third EditionFARNSWORTH, P. R., POLEFKA, J. T., AND ROSENZWEIG, M. R. (Editors)Annual Review of Psychology, Volume 19, 1968

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1968.tb00328.x

出版商:Blackwell Publishing Ltd    

年代:1968

数据来源: WILEY