摘要:

This study examined the degree to which demographic, human capital, motivational, organizational, and industrylregion variables predicted executive career success. Career success was assumed to comprise objective (pay, ascendancy) and subjective (job satisfaction, career satisfaction) elements. Results obtained from a sample of 1,388 U.S. executives suggested that demographic, human capital, motivational, and organizational variables explained significant variance in objective career success and in career satisfaction. Particularly interesting were findings that educational level, quality, prestige, and degree type all predicted financial success. In contrast, only the motivational and organizational variables explained significant amounts of variance in job satisfaction. These findings suggest that the variables that lead to objective career success often are quite different from those that lead to subjectively defined success.

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1995.tb01767.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

Previous research has established links between employee attitudes and customer satisfaction. Little theory has been used to help explain and build on the results of these studies. A theoretical model of the employee attitude‐customer satisfaction process is proposed based on Bagozzi's (1992) model of attitudes, intentions and behavior. Employee attitudes and intentions, and customer satisfaction data from a service‐oriented organization with 160 offices is used to provide an initial test of the usefulness of the model. Cross‐validations of the model with and without common method variance were conducted. The results provide strong support for the model. Suggestions are offered on extensions of the model in future res

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1995.tb01768.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

A 2‐year, three‐panel (T1‐T3) longitudinal study of 233 entering Ph.D. students examined the relationships between student potential for mentoring, (i.e., attitudes and objective abilities at entry (T1), mentoring functions used by the faculty adviser (T2,T3), and student research productivity and commitment (T3). Student potential was found to predict the amount of psychosocial mentoring, career mentoring, and research collaboration provided by the adviser. Psychosocial mentoring and collaboration were not related to student productivity or commitment after controlling for the students' entering abilities and attitudes. Career mentoring at T2 was negatively related to the students' affective commitment to their program at T3. Implications for our understanding of mentoring and future research are disc

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1995.tb01769.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1995.tb01770.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

A Monte Carlo study was conducted to examine the performance of several quantitative grouping strategies for the purpose of grouping jobs into job families. Two factors were found to substantially affect the accuracy of these grouping strategies in terms of identifying the correct number of families, and accurately classifying jobs into those families. Through simulation of job analysis data sets designed to reflect various underlying structures among a set of jobs, it was found that techniques based on the commonly used hierarchical cluster analysis model were relatively inaccurate when applied to data containing measurement error or overlap between job families. Alternatively, Q‐type factor analysis and hybrid techniques involving a combination of factor and cluster analysis proved to be viable and robust grouping strategies for job classification researc

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1995.tb01771.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

A meta‐analysis of studies containing both objective and subjective ratings of employee performance resulted in a corrected mean correlation of .389. This value, although significantly greater than zero, indicates that objective and subjective performance measures should not be used interchangeably. Moreover, in no moderator subgroup examined did the correlation suggest convergent validity. After discussing issues related to resolving the previous anomalies of primary and meta‐analytic results, a secondary analysis suggested that objective and subjective measures of the same construct at the same level may be used inter‐changeably. The secondary analysis, however, was based on a very limited sample. Future research should address the appropriate dimensionality of employee perfor

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1995.tb01772.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

This study examined whether variables at individual, unit, and suborganization levels influence the extent to which the knowledge and skills learned in employee involvement (EI) training are generalized beyond specific EI activities. Training generalization occurs when the knowledge and skills learned in training for a specific purpose in one context (e.g., EI training for use in quality circles) are applied by trainees in another context (e.g., regular job duties). A multiple‐cross‐level design using data gathered from 252 employees and supervisors drawn from 88 units across 11 suborganizations provided support for both individual and situational effects. Hierarchical regression results demonstrated that characteristics at individual, unit, and suborganization levels significantly predicted the extent EI knowledge, skills, and attitudes were generalized to the core job activities. As predicted, trainees were more likely to use EI training in performing core job activities the more EI activities they participated in, the greater their commitment to the organization, and the less cynical they were about the likelihood of positive organizational change. Contrary to expectations, more generalization of EI training was found to occur in units and suborganizations with less participative clima

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1995.tb01773.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

In a field experiment new hires to entry‐level service jobs were randomly assigned to either a comparison group, which received information warning of negative aspects of the job and information about specific coping behaviors, or to an experimental group, which received the same information as the comparison group, plus training in cognitive restructuring and positive self‐talk, and statements to bolster self‐efficacy. It was expected that the experimental group would exhibit less turnover and report higher levels of supportiveness, satisfaction, and commitment and less anxiety than the Comparison Group. However, the experimental group exhibited more early turnover. The coping information provided to the Experimental Group increased perceptions of negative job information, and such perceptions may have resulted in a self‐selection effect. Of those remaining at 4 weeks, those from the experimental group were significantly more likely to report intentions to remain for a year or longer, and to report greater job satis

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1995.tb01774.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1995.tb01775.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

Person‐environment congruence, as defined in this series of studies, is the fit between the subordinate's perceptions of the requirements of the job, and the requirements of the supervisor or of the organization. Person‐environment congruence is measured in this research by the Performance Priority Survey (PPS), a Q‐sort procedure in which respondents rate the relative importance of work behaviors. The priorities of the organization (reported by supervisors) and the priorities of the subordinates (or applicants) are correlated to produce an agreement score. The agreement score for each supervisor‐subordinate pair measures the degree of similarity between the perceptions of the relative importance of work behaviors for the job in question, as reported by both members of the pair. The agreement score is calculated in two ways: (a) between the report of the subordinate (or applicant) and the report of the immediate supervisor, and (b) between the report of the subordinate (or applicant) and the organizational culture (aggregated reports of supervisors). The agreement scores correlate significantly with performance ratings. The PPS has a lower adverse impact on African‐Americans than a typical multiple‐choice test. The PPS is proposed as a means for improving the validity of selection and for reducing adv

ISSN:0031-5826    

DOI:10.1111/j.1744-6570.1995.tb01776.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY