摘要:

The use of the standard weighted application procedure relies on strictly empirically derived keys for validity. While weighted applications are generally valid in terms of the correlation between score on the application and position on the criterion, the empirical scheme may weight items that can not be shown to be relevant to the job for which they predict. To the extent that employment decisions are based on non‐job‐relevant weighted applications, such decisions may be contrary to the letter or the spirit of the Civil Rights Act. Alternative methods incorporating job relevance into the weighting procedure via job analysis inject the “hand of reason” into the process. Such rational‐empirical approaches ensure job‐relatedness as well

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1977.tb02085.x

出版商:Blackwell Publishing Ltd    

年代:1977

数据来源: WILEY

摘要:

Job analysis is invariably mentioned as a part of industrial/organizational activities, but the treatment rarely matches the acknowledged importance. While the amount of research on job analysis methods has increased dramatically in the past decade several critical issues remain unresolved. The EEOC Selection Guidelines have increased the dependence on the process and results of job analysis with respect to personnel selection and especially content validation. In the absence of research which defines the necessary and sufficient job analysis method a multi‐method approach using both task‐and worker‐methods is strongly recomm

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1977.tb02086.x

出版商:Blackwell Publishing Ltd    

年代:1977

数据来源: WILEY

摘要:

The application of content validity to a merit examining process or rating schedule requires an extension of the concept beyond that of work samples and tests of knowledges or skills to measures of ability and personal characteristics. A method for accomplishing this without violating the principles of content validity is presented. This technique, called the job sampling approach, is a task‐based, structured system of eliciting the information necessary to construct the rating schedule from sources most able to provide that information and for using the information to construct the rating schedule and linking it to job performance. The steps include: definition of the performance domain of the job in terms of process statements; identification of the selection and measurement objectives of the organization; development of the measurement domain in relation to the performance domain and to the selection and measurement objectives; and demonstration that a close match between the performance domain and the measurement domain was in fact achieve

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1977.tb02087.x

出版商:Blackwell Publishing Ltd    

年代:1977

数据来源: WILEY

摘要:

The adverse impact of a content‐valid job sample test of metal trades skills was compared to that of a well‐constructed content‐valid written achievement test for the same technical area. The adverse impact of the former was considerably less. In addition, both minority and majority examinees saw the job sample tests as significantly fairer, clearer, and more appropriate in difficulty level. These differences were not only statistically significant but also quite large. These were no significant differences between minority and majority attitudes toward either test. In light of these results, it is suggested that industrial psychologists should explore more fully the potential of performance te

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1977.tb02088.x

出版商:Blackwell Publishing Ltd    

年代:1977

数据来源: WILEY

摘要:

Variables from five domains—demography, social background, service history, satisfaction, and performance—were used in a discriminant analysis approach to distinguishing three groups of naval personnel: Those eligible to reenlist who do, those eligible who do not, and those not eligible. Discriminant weights were derived from a sample of 642 first‐term enlisted men and cross‐validated on a sample of 628. The results indicated that both pre‐service characteristics (demography and social background) and in‐service experiences (service history, satisfaction, and performance) contributed importantly to prediction of attrition/retention. Potential usefulness of this method, including implications for better understanding and control of manpower turnover wer

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1977.tb02089.x

出版商:Blackwell Publishing Ltd    

年代:1977

数据来源: WILEY

摘要:

The retranslation procedure is designed to yield unambiguous sets of behaviors exemplifying conceptually important and distinct performance dimensions. Previous research has shown that dimensions developed with the retranslation procedure possess only low to moderate discriminant validity. This study proposed a multiple‐group factor analysis of the scaled behavioral examples for improving the discriminant validity of retranslation dimensions. Multitrait‐multimethod analyses of actual ratings indicated that the factor‐analytic procedure led to an improvement in discriminant validity. Nonetheless, the amount of discriminant validity possessed by the dimensions was still low. Several suggestions were made for further improving the discriminant validity of dimensions developed with the retranslation proc

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1977.tb02090.x

出版商:Blackwell Publishing Ltd    

年代:1977

数据来源: WILEY

摘要:

The present study examined relationships between psychological climate and components of a valence‐instrumentality‐expectancy model. Data were obtained from 504 managerial employees of a large health care company. A principal component analysis of responses to 35 composites representing perceptions of the job, leadership, workgroup, and organization yielded six psychological climate components. Similar analyses were conducted separately for 20 valence items and 20 instrumentality items. Considerable similarity was found among the instrumentality and valence components, with one component in each area representing intrinsic outcomes, one component representing organizationally‐mediated extrinsic outcomes, one representing negative or neutral outcomes, and one representing leader and workgroup‐mediated extrinsic outcomes. Relationships among psychological climate and valence‐instrumentality‐expectancy components were significant and supported several hypotheses proposed in the

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1977.tb02091.x

出版商:Blackwell Publishing Ltd    

年代:1977

数据来源: WILEY

摘要:

Behavioral items (N= 78) critical to the job success of logging supervisors were developed from 1204 critical incidents, the frequency with which a supervisor (N= 300) engaged in each behavior was rated on a 5‐point Likert type scale by two sets of observers. A factor analysis reduced the items to 38 and 33, respectively, for the two sets of observers which in turn constituted 10 and 11 factors or criteria for performance evaluation purposes. Multiple regression equations based on composite scores were used to predict cost‐related measures of logging crew effectiveness. The shrinkage inRsafter double cross‐validation was moderately small. Moreover, the behavioral observation scales (BOS) that were developed by factor analyzing the observation ratings had moderately high reliability and accounted for more variance in the cost‐related measures than did the BOS developed by traditional judgmental clustering techniques. The similarities and differences between BOS and BES procedures are di

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1977.tb02092.x

出版商:Blackwell Publishing Ltd    

年代:1977

数据来源: WILEY

摘要:

Book reviews in this article:Argyris, Chris.Increasing. Leadership Effectiveness.Meltzer, H.andWickert, FredericR. (Editors)Humanizing Organizational Behavior.Jaques, Elliot.A General Theory of Bureaucracy.Kipnis, David.The Powerholders.Swingle, PaulG.The Management of Power.Cooper, CaryL. (Editor)Developing Social Skills in Managers: Advances in Group Training.Glaser, EdwardM.Productivity Gains Through Worklife Improvement.Managing by Objectives Cassette/Workbook Program.Kory, RobertB.The Transcendental Meditation Program for Business People.Anstey, Edgar, Fletcher, Clive andWalker, James.Staff Appraisal and Development.Pelz, DonaldC.andAndrews, FrankM.Scientists in Organizations: Productive Climates for Research and Development.Hall, DouglasT., Bowen, DonaldD., Lewicki, RoyJ. and Hall, FrancineS.Experiences in Management and Organizational Behavior.Kast, FremontE.andRosenzweig, JamesE.Experiential Exercises and Cases in Management.Tosi, HenryL.andCarroll, StephenJ.Management: Contingencies, Structure, and Process.Tosi, HenryL. (Editor)Readings in Management: Contingencies, Structure, and Process.Yuill, Bruce.Supervision: Principles and Techniques.TheCareerManagementSystem. Darien, Conn.: Management Decision Systems, Inc., 1976. Each of the following consists of two audio cassettes and workbook. Each is separately available.Trotta, MauriceS.Handling Grievances: A Guide for Management and Labor.Petrie, DonaldJ.Handling Employee Questions About Pay.Zawacki, RobertA.andWarrick, D. D. (Editors)Organization Development: Managing Change in the Public Sector.Spray, S. Lee. (Editor)Organizational Effectiveness: Theory, Research, and Application.Lassey, WilliamR.andFernandez, RichardR. (Editors)Leadership and Social Change.Gardner, JamesE.Helping Employees Develop Job Skill: A Casebook of Training Approaches.Pfeiffer, J. William, Heslin, Richard andJones, JohnE.Instrumentation in Human Relations Training.Maier, NormanR. F.The Appraisal Interview: Three Basic Approaches.Gruneberg, MichaelM. (Editor)Job Satisfaction—A Reader.Maloney, MichaelP.andWard, MichaelP.Psychological Assessment: A Conceptual Approach.Johnson, RichardA., Monsen, R. Joseph, Knowles, HenryP.andSaxberg, BorjeO.Management, Systems, and Society: An Introduction.Hegarty, EdwardJ.How to Succeed in Company Politics.Schlei, BarbaraLindemann andGrossman, Paul.Employment Discrimination Law.Bauby, Cathrina.Understanding Each Other: Improving Communication through Effective Dialogue.AmericanInstitutes forResearch.Planning Career Goals: Career Handbook; Technical Bulletin No. 1; Counselor's Handbook; Student Guide; Test Battery, Answer Sheets and Examiner's Manual.Blake, RobertR.andMouton, JaneSrygley.Consultation.Bradford, LelandP.Making Meetings Work: A Guide for Leaders and Group Members.Carrington, Patricia.Freedom in Meditation.Cohen, AllanR., Fink, StephenL., Gadon, Herman andWillits, RobinD.Effective Behavior in Organizations: Learning from the Interplay of Cases, Concepts, and Student Experiences.Cooper, GaryL. (Ed.)Theories of Group Processes.Dyer, Lee. (Ed.)Careers in Organizations: Individual Planning and Organizational Development.Getman, JuliusG., Goldberg, StephenB.andHerman, JeanneB.Union Representation Elections: Law and Reality.Gilmer, B.vonHaller andDeci, EdwardL.Industrial and Organizational Psychology.Hall, EdwardT.Beyond Culture.Hanan, Mack, Berrian, Howard, Cribbin, James andDonis, Jack.Take‐Charge Sales Management: Successful First‐Year Strategies for the Newly Appointed Sales Manager.Hanan, Mack, Cribbin, James andBerrian, Howard.Sales Negotiation Strategies.Harris, O. Jeff, Jr.How to Manage People at Work: A Short Course for Professionals.Management Development Guide: The American Management Associations' Catalog of Courses (March‐August 1977).McConkey, DaleD.How to Manage by Results.Nay, W. Robert.Behavioral Intervention: Contemporary Strategies.Peterson, Dan.Safety Supervision.Porter, WayneR.A Jobseeker's Guide to the Library.Porter, WayneR.The Job‐Winning Application.Porter, WayneR., Levine, EdwardL.andFlory, Abram, III.Training and Experience Evaluation: A Practical Handbook for Evaluating Job Applications, Resumes and Other Applicant Data.Sanders, MarkS.andMcCormick, ErnestJ.Workbook for Human Factors in Engineering and Design.Williams, ElizabethFriar.Notes of a Feminist

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1977.tb02093.x

出版商:Blackwell Publishing Ltd    

年代:1977

数据来源: WILEY

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1977.tb02094.x

出版商:Blackwell Publishing Ltd    

年代:1977

数据来源: WILEY