摘要:

The job survival of 1,736 newly hired workers across a variety of organizations is examined. Voluntary and involuntary turnover are analyzed separately over the first 29 weeks on the job. Moderate support is found for a theory of job survival which distinguishes between the effects of job attitudes on voluntary withdrawal and job performance on involuntary withdrawal. Organization related factors such as pay and training are better predictors of job survival than are individual variables such as race, sex, age, and education.

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1979.tb02338.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

A field study was conducted in a chain of beauty salons to determine how the leadership behavior of salon managers is related to managerial effectiveness. Leadership behavior was measured with a new questionnaire that was filled out anonymously by subordinates. Strong correlations were found between some of the leadership scales and salon profits, sales increase, performance ratings, subordinate satisfaction, and role ambiguity. The results were consistent with managerial role requirements derived from an analysis of the leadership situation.

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1979.tb02339.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

Research examined both the Position Analysis Questionnaire (PAQ) and the possible analyst sources for gathering job analysis information. 25 state government jobs were examined using job incumbents, supervisors, job analysts, and a comparison group of college students. Reliability and validity (judge convergence and prediction of present pay levels) information was determined for each of the four analyst categories. Results indicate that there is little difference between analyst sources, including students, in terms of their ability to reliably analyze a job using the PAQ. Convergent validity results showed a high degree of agreement among all judge categories when summing item frequencies across all 25 jobs. The prediction of present pay levels was significant for all judge categories but was noticeably smaller than previously reported studies. This seemed to be primarily due to the restriction in salary range of the present study. An analysis of judge response bias showed that supervisors and incumbents rate all or most PAQ items higher than their analyst counterparts. These findings suggest that who furnishes responses to a job analysis inventory makes little practical difference. The exception is that the determination of pay levels and human requirements for test construction purposes should be viewed with caution when different analyst sources are utilized for different jobs.

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1979.tb02340.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

Recent research in job classification has focused on the appropriate data analysis model for analyzing the similarities and differences among jobs. In the present research, the data analysis model is held constant, and the type of job analysis data is varied to examine the effect on the resulting job classification decisions. Seven foremen jobs in a chemical processing plant were analyzed using three different levels of job analysis data: task‐oriented, worker‐oriented, and abilities‐oriented. All three sets of data were analyzed using the same hierarchical clustering procedure. Results indicated that the number and type of resulting job clusters was clearly dictated by the type of job analysis data that was used to compare the foremen jobs. Practical implications of these findings are pres

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1979.tb02341.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

Numerous advances have been made in the last two decades in the measurement as well as in the conceptualization of change. Golembiewski, Billingsley, and Yeager (1976) conceptualized change as: (1) gamma change—subjects change their understanding of the variable being measured; (2) beta change—subjects recalibrate the measurement scale; and, (3) alpha change—change detected with a consistent measurement scale (i.e., no beta change) and for which gamma change has been ruled out. The present research examined these types of change by administering the Survey of Organizations questionnaire to a sample of military trainers at Time1(N1, = 222) and Time2(N2= 242) with no intervention. This design may be referred to as two premeasures of an abbreviated time series design. The results are discussed within the context of the alpha, beta, gamma change typology. After ruling out gamma change, the results revealed that alpha and beta change could be distinguished from each other and that beta change had been measured. The potential causes of the detected beta change (i.e., the rival hypotheses affecting internal validity) are analyzed. The implications of these results are discussed for the present research as well as for other empirical investigations of organizational c

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1979.tb02342.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

Studies of organizational power using questionnaire measures of perceived control have usually asked respondents, “How much influence do (various groups in the hierarchy) have on what goes on in your organization?” The present study measured such general control, plus control over specific task‐relevant responsibilities. Data were obtained from 526 individuals at four hierarchical levels in 20 regional offices of an insurance company. Predicted relationships between total general control and task‐relevant control and an independent measure of effectiveness were only partially supported. The general manager's control was more important than expected. However, measuring task‐relevant control could be a useful management tool, and could help future research explicate relationships between control and effe

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1979.tb02343.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

Sex differences in job orientation found by Manhardt (1972) were explored to determine if they still exist, or if a trend toward similarity as found in studies on traits and behaviors prevails. Significant sex differences were found on 8 of 25 job characteristics, compared with 11 found by Manhardt. In the original study, factor analysis indicated that males value long‐range career objectives while females prefer a comfortable working environment and pleasant interpersonal relationships. This study extracted similar factors which explained twice the variance found in the original. However, sex differences on factor preference were mixed. Further, results show that males are less homogeneous in their preference than are females, a complete reversal of results found previously. Implications for personnel managers in handling differences on job orientation of males and females are discusse

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1979.tb02344.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

Data on 21 performance tests, entry level and promotional, motor and verbal, were evaluated for 263 applicants for city government jobs over a 17‐month period. The heterogeneity in applicants was matched by a similar heterogeneity in raters. Thorough training of raters, clear performance standards, and content valid tests resulted in average inter‐rater reliabilities of .93 (promotional), .87 (entry level), .91 (motor) and .89 (verbal) for the different types and levels of tests. There was no evidence of adverse impact, and turnover decreased from 40 percent to less than 3 percent in the 9‐26 months following the introduction of performance testing. In comparison to paper and pencil tests, performance tests were more cost effective, more face valid, and more acceptable to applicants in this situation. Considering the growing problems in public sector management, performance testing may be viewed as a rose among t

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1979.tb02345.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY

摘要:

Book reviewed in this article:Steers, RichardM.andPorter, LymanW. (Editors)Motivation and Work Behavior.Jones, JohnE.andPfeiffer, J. William. (Editors)The 1979 Annual Handbook for Group Facilitators.Natemeyer, WalterE. (Editor)Classics of Organizational Behavior.Shafritz, JayM.andWhitbeck, PhilipH. (Editors)Classics of Organization Theory.French, WendellL.andBell, CecilH.Organization Development: Behavioral Science Interventions and Organization Improvement.Trice, HarrisonM.andRoman, PaulM.Spirits and Demons at Work: Alcohol and Other Drugs on the Job.Staw, BarryM. (Ed.)Research in Organizational Behavior: An Annual Series of Analytical Essays and Critical Reviews. Volume 1‐1979.Pollard, HaroldR.Trends in Management Thinking 1960‐1970.Greenlaw, PaulS.andBiggs, WilliamD.Modern Personnel Management.Glueck, WilliamF.Foundations of Personnel.Quinn, RobertP.andStaines, GrahamL.The 1977 Quality of Employment Survey: Descriptive Statistics with Comparative Data from the 1969‐70 and the 1972‐73 Surveys.Ash, Philip andCates, JudithN.No Sacrifice Too Great: Technical Report for State Trooper Selection Procedure.Singleton, W. T. (Editor)The Analysis of Practical Skills.Miller, LawrenceM.Behavior Management: The New Science of Management People at Work.Brown, PaulL.andPresbie, RobertJ.Behavior Modification in Business Industry, and Government.Greenman, RussellL.andSchmertz, EricJ.Personnel Administration and the Law.Merrell, V. Dallas.Huddling: The Informal Way to Management Success.Deutsch, ArnoldR.The Human Resources Revolution: Communicate or Litigate.Filley, AlanC.The Compleat Manager: What Wor

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1979.tb02346.x

出版商:Blackwell Publishing Ltd    

年代:1979

数据来源: WILEY