摘要:

AbstractThis paper examines individuals' theories about cue use in organizations — theories about which of the many cues available in an organization's feedback environment they should use to guide their behavior. It also investigates how these theories vary with increasing organizational experience. The research assesses individual's implicit theories regarding cue use using both open‐ and closed‐ended data collection methods. Results suggest that, regardless of experience, individuals place the most importance on cues from the company and their supervisors. Peer feedback and self‐observations were seen as much less important. These results are interesting in light of previous studies showing that the self was the most available, and the organization the least available, source of feedback. With experience, managers appear to learn to emphasize negative over positive feedback, especially from superiors, and to emphasize their peers' actions over their words when a negative message is being c

ISSN:0894-3796    

DOI:10.1002/job.4030140302

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractRatings on 18 assessment dimensions formulated independently by assessors (psychologists and high‐level managers), consensus ratings on the same dimensions, and overall assessment ratings were collected for 329 assessees. Two hundred and seventy‐four of the assessees were promoted based on their scores obtained in the assessment process. For 240 of these we succeeded in obtaining ratings on two criterion measures over a period of four years. These criterion data were provided by their superiors who were unaware of the scores obtained in the assessment process.Multiple regression analyses were run on the data from all the assessment ratings and criterion measures. The results demonstrated a long‐term validity for the assessment center. However, we were not able to discern a consistent pattern of statistically significant differences between the predictive validities of high‐level managers and psychologists as assessors. Possibly, the type of criterion measure moderates the predictive validity of managers' and psychologists' ratings. Further, theoretical and practical implications of the findings are di

ISSN:0894-3796    

DOI:10.1002/job.4030140303

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractThis study examined the effect of leader‐member exchange (LMX) on the relationship between employee performance (measured objectively) and the supervisor's rating of that performance. To date, no field study has tested whether high and low LMX members receive differential ratings based on their LMX relationship, beyond their actual performance. Data were collected from employees (directory assistants, cable technicians, and dispatch clerks) and their supervisors in a telephone company. The objective measures of performance which were available for these jobs were related to supervisory ratings of performance for high and low LMX employees. The results showed that poorly performing high LMX employees were given high performance ratings, regardless of their actual performance. The ratings of low LMX employees were consistent with their actual performance. The effect of LMX was more pronounced with more general task and relationship rating categories. Alternative explanations of the results, as well as the theoretical and practical implications for performance appraisal and LMX research, were discusse

ISSN:0894-3796    

DOI:10.1002/job.4030140304

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractScaling and convergent validity findings are provided for indices derived from English translations of Performance (P) and Maintenance (M) field measures of leadership used for production employees in Japanese manufacturing organizations (Misumi, 1985; Misumi and Peterson, 1985). LISREL confirmatory factor analyses indicate some weaknesses in the measures ordinarily used. Item analyses using seven items from the Ohio State scales indicate that the English version of the Japanese ’maintenance‘ leadership function measure is very similar to the Ohio State ’Consideration‘ measure. The measures of two aspects of the ’Performance‘ function — Planning‐P and Pressure‐P — show differences from items often used to measure various aspects of Initiating Structure. Regressions reported for two electronics assembly plants (one British and one U.S.) show relationships partially consistent with usual Japanese results for group process/attitude descriptions by subordinates, but not for performance. Results for performance ratings by superiors show that experiencing the M function from a superior is positively associated with two of three aspects of rated performance at one site. Pressuring leadership is negatively related to interpersonal cooperation at both sites. The results suggest that field research using English versions of the PM measures is likely to produce different results than research using many measures based on the Ohio State tradition. Revisions needed in PM measures and methods to take advantage of the theory's basic insights and to integrate it with Western res

ISSN:0894-3796    

DOI:10.1002/job.4030140305

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractThe aim of the study was to test reciprocal causality hypotheses for absence, investigating self‐ and supervisor‐attitudes and behaviors as consequences, as well as antecedents of absence. Reciprocal relationships were proposed between absence and each of job satisfaction, performance, training achievement, and supervisory style. Questionnaire data on job satisfaction and supervisory style and organizational data on employee performance and absence were collected at time 1 from the 262 apprentices of an electricity authority and a year later at time 2 from the 241 then employed apprentices. The repeated data collection (n= 200) consisted of the time 1 first, second and third year apprentices, who became the second, third and fourth years at time 2. Causal tests indicated that uncertified frequency absence and time lost, but not certified absence, were more likely to lead to lower job satisfaction, training achievement, and supervisor‐rated performance and attendance than the reverse. Supervisory style, especially support, led to less uncertified but not certified absence. Absence did not influence supervisory style. The reasons for the direction of the significant causal effects and the alternative explanations for such effects were disc

ISSN:0894-3796    

DOI:10.1002/job.4030140306

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030140307

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030140308

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030140309

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030140310

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030140301

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY