Personnel Psychology

MACAN, THERESE HOFF; AVEDON, MARCIA J.; PAESE, MATTHEW; SMITH, DAVID E.

1994 Personnel Psychology

doi: 10.1111/j.1744-6570.1994.tb01573.x

Manufacturing applicants' perceptions of two selection devices were examined. In Study 1, applicants (n= 3,984) completed cognitive ability tests and a survey of reactions. In Study 2, a subset of applicants from Study 1 (n= 194) participated in an assessment center and completed the survey. Applicants reacted favorably to the procedures but viewed the assessment center as more face valid than the cognitive tests. Applicants who perceived the selection techniques more favorably were also more satisfied with the selection process, the job, and the organization. Although applicants' perceptions of the procedures were related to job acceptance intentions, applicants' liking of the job and organization explained the largest unique variance. In future studies, applicants' job acceptance intentions and attitudes toward the job and organization should be assessed before and after administration of selection devices; not controlling for prior impressions resulted in overestimation of the contribution of applicants' perceptions of selection procedures.

BARBER, ALISON E.; DALY, CHRISTINA L.; GIANNANTONIO, CRISTINA M.; PHILLIPS, JEAN M.

1994 Personnel Psychology

doi: 10.1111/j.1744-6570.1994.tb01574.x

Existing job search research has been criticized for ignoring the dynamic nature of search. This study examined three models of changes in search behavior over time: sequential, learned change, and emotional response. Data on search behaviors were collected from a sample of 186 college and vocational‐technical school graduates early in their search, at graduation, and again 3 months following graduation for individuals who remained unemployed. Job searchers decreased the intensity of their search, increased their use of informal sources, and reduced their emphasis on information related to the availability of jobs between early search and graduation. These changes were reversed following graduation. This pattern is most consistent with the sequential model, which suggests that individuals first search broadly to develop a pool of potential jobs, then examine jobs within that pool in detail, reopening the search only if the initial pool does not lead to an acceptable job offer.

HANISCH, KATHY A.; HULIN, CHARLES L.

1994 Personnel Psychology

doi: 10.1111/j.1744-6570.1994.tb01575.x

A behavioral consistency model was used to evaluate the predictive validity of ability and training performance measures as components in a two‐stage pre‐reject sequential selection procedure. Participants were 91 college students who completed ability tests and training relevant to an air intercept and traffic control operator task. A simulation study was conducted so that two groups could be examined: a high ability group, analogous to a screened hired employee group in an organization; and a quasi‐random ability group, analogous to an applicant pool as a validation sample. The incremental validity of training performance was practically and statistically significant in the prediction of component and overall task performance after including ability as a predictor in both groups. Adding ability to the prediction of task performance after training performance had been used as a predictor had no practical effects in either sample. The validity and likely utility of using sequential procedures to select employees as well as implications of behavioral consistency measures for privacy and discrimination in employee testing are discussed. Future research directions using different types of training and employee samples are also described.

YAMMARINO, FRANCIS J.; DUBINSKY, ALAN J.

1994 Personnel Psychology

doi: 10.1111/j.1744-6570.1994.tb01576.x

The purpose of this study was to refine understanding of transformational leadership theory by a specification and test of boundary conditions. Multiple levels of analysis (individual, dyad, and group) were used to identify conceptually and assess empirically the potential bounds on transformational leadership theory. Multi‐source data were collected from a sample of 105 salespersons and their 33 sales supervisors, and within and between analysis (WABA) procedures were conducted. Contrary to higher‐level (dyad, group) and cross‐level assertions in the literature, transformational leadership results were based solely on individual differences. That is, in this sales setting, transformational leadership theory was determined to be an individual‐level theory bounded by individuals' (superiors' and subordinates') perceptions and not holding at higher levels of analysis. Implications of the findings for future leadership research and practice are discussed.

Campbell, Richard J.

1994 Personnel Psychology

doi: 10.1111/j.1744-6570.1994.tb01577.x

DALTON, DAN R.; WIMBUSH, JAMES C.; DAILY, CATHERINE M.

1994 Personnel Psychology

doi: 10.1111/j.1744-6570.1994.tb01578.x

Many areas of personnel research are “sensitive.” We provide an empirical assessment of the unmatched count technique (UCT) to determine the base rate for a number of proscribed behaviors for professional auctioneers. To our knowledge, this is the first empirical application of a UCT technique in organizational studies. Advantages of the UCT are discussed including: (a) a more accurate estimate of the base rates for sensitive behavior, (b) absolute anonymity to subjects, (c) “legal immunity” to the researcher, and (d) facilitation of complete disclosure to subjects with no deception.

SIDICK, JOHN T.; BARRETT, GERALD V.; DOVERSPIKE, DENNIS

1994 Personnel Psychology

doi: 10.1111/j.1744-6570.1994.tb01579.x

Traditionally, multiple choice tests have included four or five alternatives. Data from public sector employment tests are presented that indicate that tests composed of multiple choice items containing three alternatives have psychometric properties similar to those offered by tests composed of items containing five alternatives. Given the similarity of the psychometric properties and the likely reductions in cost of development and administration time, three‐alternative multiple choice items may be preferable to five‐alternative multiple choice items for some testing purposes.

LOVE, KEVIN G.; BISHOP, RONALD C.; HEINISCH, DEANNEA; MONTEI, MATTHEW S.

1994 Personnel Psychology

doi: 10.1111/j.1744-6570.1994.tb01580.x

Obstacles related to cultural differences between Japanese management concepts and American selection practices were overcome to develop a selection system for hiring American workers in a Japanese‐American joint venture assembly plant. Job analysis procedures and traditional selection system design procedures were modified to accommodate the Japanese culture and management philosophy. This paper describes the process used to develop a cross‐culturally valid selection system and outlines problems presented in validating the selection system to ensure compatibility with Japanese management demands regarding productivity, team orientation, quality standards, and formal employee performance evaluations.

CHRISTIANSEN, NEIL D.; GOFFIN, RICHARD D.; JOHNSTON, NORMAN G.; ROTHSTEIN, MITCHELL G.

1994 Personnel Psychology

doi: 10.1111/j.1744-6570.1994.tb01581.x

The effects of correcting a personality measure for faking were evaluated within an organizational context. Two possible repercussions of score correction were studied using the 16PF personality inventory: the effect on criterion‐related validity and the effect on individual hiring decisions (i.e., which applicants would or would not be hired). Results indicated that correction for faking had little effect on criterion‐related validity. However, depending on the selection ratio, correction of scores would have resulted in different hiring decisions than those that would have been made on the basis of uncorrected scores. Implications for organizations using personality measures for selection and recommendations regarding the use of faking corrections are discussed.

MAY, DOUGLAS R.; SCHWOERER, CATHERINE E.

1994 Personnel Psychology

doi: 10.1111/j.1744-6570.1994.tb01582.x

An innovative, team‐based, ergonomic job redesign effort in a large Midwest organization is described. Joint management‐labor teams composed of representatives from each department of the plant were formed and trained in team‐building and ergonomic principles. These teams prioritized jobs for ergonomic redesign and developed and implemented solutions. Sources of data for this redesign process included: a physical symptom survey, OSHA logs for cumulative trauma disorders (CTDs), observations, videotapes, and employee interviews about their jobs, tools, and pain experienced at work. Ergonomic changes at the plant resulted in significant reductions in the number and severity of CTDs, lost production time, and restricted duty days. Recommendations based on experiences with this ergonomic intervention are made for HRM practitioners.