摘要:

Personality variables (negative affectivity, locus of control and two components of Type A behaviour), assessed in a cohort of graduating college seniors, were used approximately one year later to predict reports of job stressors (autonomy, role ambiguity, role conflict, workload, constraints and interpersonal conflict) and job strains (job satisfaction, work anxiety, frustration and somatic symptoms). For all variables, except work frustration, personality was a significant predictor. Possible mechanisms by which personality might affect reports of job stressors and strains, explanations for results, and suggestions for future research are discussed.

ISSN:0963-1798    

DOI:10.1111/j.2044-8325.1994.tb00545.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

A theory is expanded which attempts to explain why some predictors are more valid than others. In essence, high validity is expected when a measure accurately reflects the degree to which work performance depends upon three domains of characteristics: (1) universals, the characteristics required by all work; (2) occupationals, the characteristics required by certain jobs; (3) relationals, the characteristics needed to relate to others in specific settings. It is suggested that selectors have frequently ignored the third domain.The paper considers the theory from the viewpoint of criteria and concludes by outlining the uses of the theory in terms of (1) further theory building; (2) improving understanding of existing predictors; (3) improvement of existing predictors; and (4) development of new predictors.

ISSN:0963-1798    

DOI:10.1111/j.2044-8325.1994.tb00546.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

Rated effectiveness of work teams in four closely similar electronics assembly plants is compared with which of five sources of guidance were used in managing both routine and non‐routine events. No support was found for uniform ‘culture‐free’ effects. However, eight significant interaction effects were detected, indicating that country or organization‐specific factors were more important than uniformities. In Japan, relatively frequent reference to supervisors was associated with work quality, while relatively frequent reliance on manuals predicted productiveness and group cooperation. Supervisors of teams in the UK and USA differentiated more between preferred ways of handling routine and non‐routine events. The results are discussed in terms of Western managers' greater propensity to differentiate situationally appropriat

ISSN:0963-1798    

DOI:10.1111/j.2044-8325.1994.tb00547.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

Three experimental manipulations were examined for altering leniency, halo and concurrent validity of self‐ratings: (a) cautionary instructions regarding cross‐checking of self‐evaluations, (b) inclusion of dimensions less relevant to the immediate assessment setting, and (c) the use of positively toned, unbalanced scales. A sample of 275 Israeli police officers rated themselves at the end of an assessment centre designed to assess supervisory potential. Rating forms contained 12 dimensions of high and low relevance to promotion potential. Half of the subjects were prewarned that their ratings would be matched with other data. In an overlapping manipulation, half rated themselves on conventional balanced scales while the other half were given positively toned, unbalanced scales. It was found that leniency and halo were reduced by unbalanced scales and the introduction of less relevant dimensions, but not affected by cautionary instructions. These decreases in bias were accompanied by increased convergent validity (vis‐à‐vispeer and supervisory ratings) in the case of unbalanced scales. Discussion focuses on the role of self‐enhancement motives in leniency effects, as well as the relation between bias and validity. Practical suggestions for improving self‐rating procedur

ISSN:0963-1798    

DOI:10.1111/j.2044-8325.1994.tb00548.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

Just under 400 Chinese and Caucasianmanagersrated their own managerial behaviour on 30 dimensions that made up six internally consistent behavioural criteria. Likewise between three and five of their directly reportingsubordinatescompleted the same rating form on each manager. These self and subordinate ratings, as well as a measure of congruence between them, were compared to the various standardized and validated ratings of the self‐same managers by theirsuperiorson slightly different, but equally psychometrized, measures. The results showed various significant positive correlations of self and subordinate ratings, few between self and superior, and many between subordinate and superior. In other words there was greater similarity between subordinates and superiors than between self‐ratings with either. There were few significant cross‐cultural differences between the two groups. Regression analysis suggested that the best predictors of the overall supervisor rating was a main effect of a subordinate rating of innovation and two cross‐product ‘congruency’ scores relating to motivating staff and commitment. This study partly replicated the finding of Bass&Yammarino (1991), who established that congruence of self and subordinate ratings was related to successful

ISSN:0963-1798    

DOI:10.1111/j.2044-8325.1994.tb00549.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

This study examined the generality of Komaki's operant model of supervision (Komaki, 1986; Komaki, Zlotnik&Jensen 1986; Komaki, Desselles&Bowman, 1989) in an organizational setting characterized by a formal chain of command. Ratings of subordinate performance were used to index supervisory effectiveness. Using the Operant Supervisory Taxonomy and Index, measures of supervisory behaviour were obtained from 20 police patrol sergeants over a period of several months. Compared with supervisors in other settings, police sergeants spent less time providing antecedents (i.e. instructions, rules, goals) and consequences (i.e. feedback), and more time monitoring subordinates' performance. Sergeants of higher performing teams spent more time monitoring performance and providing neutral performance consequences. In contrast with earlier findings, monitoring via work sampling was not related to subordinate performance. Performance was, however, related to the time supervisors spent soliciting self‐reports from subordinates, and the time they allocated to those solitary activities which provided more opportunities for monitoring subordinates' performance. The findings were consistent with Komakiet al.'s (1986) operant conceptualization of how supervisors motivate their subordinate

ISSN:0963-1798    

DOI:10.1111/j.2044-8325.1994.tb00550.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

This study investigates the relationships of the managerial characteristics of supervisory ability, achievement motivation, intellectual ability, self‐actualization, self‐assurance, and decisiveness to the assessment of managerial effectiveness in Hong Kong and the People's Republic of China relative to a Western country such as Canada. It was found that, as in Canada, several of these managerial characteristics were significant predictors of managerial effectiveness in the Eastern cultures. In addition, senior managers in the PRC were quite similar to their counterparts in Canada, but differed from those in Hong Kong, in their use of these characteristics in inferring the effectiveness of their subordinates. Self‐actualization was the most important predictor of managerial effectiveness rating in Canada, self‐assurance in Hong Kong, and intellectual ability in the PRC. Supervisory ability was the second most important predictor in each

ISSN:0963-1798    

DOI:10.1111/j.2044-8325.1994.tb00551.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

ISSN:0963-1798    

DOI:10.1111/j.2044-8325.1994.tb00552.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY