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This study investigated the extent of convergence among SDy estimates from three different techniques. As reported, the dollar-based (Schmidt, Hunter, McKenzie & Muldrow, 1979) and performance-based (Eaton, Wing & Mitchell, 1985) judgemental estimates were nearly equivalent to the precentage of salary SDy estimate (Hunter, Schmidt & Judiesch, in press). Close inspection revealed that these similarities were, in large part, attributable to the various measures of central tendency adopted by these procedures. [ABSTRACT FROM AUTHOR]

The Regular Commissions Board is the main mechanism for the selection of British Army officers. This study is the most comprehensive validation of that mechanism that has been undertaken. Current selection, training and reporting procedures were investigated and all types of male entrant were sampled. The validation utilized both training and job performance criteria. Within-study meta-analyses were carried out on the entrant and Corps subgroups. Total group validity coefficients of 0.33 (0.43 with resignations excluded), 0.31 and 0.31 were obtained for the prediction of regimental performance, and general officer and specialist training respectively, it is concluded that, given the current applicant population, the Regular Commissions Board is a fair, moderately valid method for the selection of officers, and it has utility. Observations are made concerning the basis of the Board's validity, and the value and design of assessment centres. [ABSTRACT FROM AUTHOR]

Hunter & Hunter (1984) recently performed a meta-analysis on research on the interview for selection purposes and concluded its validity to be 0. 14. The structured interview may be a promising alternative to the traditional unstructured interview. A review of structured interview studies is discussed and six additional validations are presented. A meta-analysis performed on structured interview validities resulted in an estimated validity of 0.39. Research implications are discussed. [ABSTRACT FROM AUTHOR]

A performance appraisal procedure called rated ranking is described in which alternation rankings are followed by a rating of the individuals ranked within the limits imposed by the initial rank orders. This procedure was used by 21 foremen in evaluating 185 semi-skilled mine and plant employees of a single company. the results of this application were used to investigate the value of the rated ranking procedure including reliability, nature of the distributions, differences between groups and individuals, halo, construct validity and potential bias in the evaluation. the results provide an encouraging picture of ranking procedure when the rated ranking process is incorporated. The approach has demonstrated value for the purpose of validating selection procedures. [ABSTRACT FROM AUTHOR]

A set of biographical data was collected for a sample of 420 Royal Naval officers in training. Different scoring keys were developed for four training criteria, using England's (1971) Weighted Application Blank technique, and cross-validated on a further sample of 282 officers. Appropriately weighted biodata predicted one of the training performance criteria almost as well as the composite score of four psychometric tests of aptitude, and as the overall assessment rating of a lengthy assessment centre procedure. Of the two training wastage criteria, biodata succeeded in predicting voluntary withdrawal from training at a low level while neither of the other two predictors did so. Different biographical items predicted voluntary withdrawal and success in professional training. There was no evidence of differential validity for subsamples from different socio-economic or educational backgrounds. [ABSTRACT FROM AUTHOR]

Forty-six empirical studies directly investigating the effects of three classes of non-verbal variables (demographic cues, physical appearance, non-verbal behaviours) on performance appraisal were reviewed. In addition, relevant social psychological and communication research in the areas of person perception and impression formation was highlighted. The review indicated that the effects of non-verbal cues on person perception in general. acid performance appraisal in particular, are significant and varied. The review also revealed that (a) the majority of performance appraisal literature has exclusively examined demographic cues, (b) potential interactions among the three classes of non-verbal variables have been generally ignored. and (c) most of the research is non-theoretical. In an attempt to remedy this situation, a conceptual framework within which to examine the impact of non-verbal cues on the performance appraisal process was proposed. [ABSTRACT FROM AUTHOR]

The accuracy and reliability of SDy estimates (the standard deviation of job performance in Dollars) derived using the method introduced by Schmidt et al. (1979) was investigated using estimates for the position of medical insurance claim approver. As a test of accuracy, the resulting estimates of SDy and Dollar values of performance at the 15th, 50th, and 85th percentiles were compared to more objective values of these parameters based on job information. Although the estimates of SDy were significantly lower than the actual SDy value, the estimates of the Dollar value of performance at all three percentiles were not significantly different from the actual values. The inter-rater reliability of the Schmidt et al. method was investigated within the context of generalizability theory and was found to be relatively low (p²=0.56), as was the stability of SDy estimates over a six-month period (r=0.38). [ABSTRACT FROM AUTHOR]

The relationships between five performance feedback characteristics (supportive appraisal behaviour, invitation to participate, participation in goal setting, proportion of time spoken, and criticism) and three criterion measures (satisfaction with feedback interview, motivation to improve, and satisfaction with manager) were studied in an organization. Supportive appraisal behaviour was significantly related to all three criteria as perceived by subordinates (n = 78) and satisfaction with feedback interview as rated by managers (n = 39). Invitation to participate had its most significant effect on subordinate satisfaction with the feedback session. Participation in goal setting was most predictive of a suhordinate's motivation to improve. Practical applications of these findings for management development are discussed. [ABSTRACT FROM AUTHOR]

The relationships between age and diversity of interests in general, and in jobspecific occupational areas on the one hand, and salary treatment (as a measure of performance) and intrinsic and extrinsic job satisfaction on the other hand, were investigated for 291 scientists and engineers. Results for young and old but not intermediate-age subjects indicated that high diversity of interests in general occupational areas, as measured by the Strong Vocational Interest Blank, was related to a salary-based measure of performance. Diversity of interests in general and in job-specific occupational areas was linearly and positively related to intrinsic satisfaction. Age demonstrated a significant positive relationship to extrinsic satisfaction. [ABSTRACT FROM AUTHOR]

One reason for Annett, et al's technique of hierarchical task analysis not being more widely adopted is that would-be analysts have failed to understand the concept of ‘redescription’. It is argued that the original tabular format proposed for recording such analyses has not facilitated this understanding. For example, the table does not enable easy examination of the redescription of a superordinate operation, nor is there a clear separation between the basic task analysis and hypotheses proposed to ensure operator competence. A revised format is proposed to overcome these objections and is illustrated using a complex planning task. [ABSTRACT FROM AUTHOR]

Studies on the effects of discussing an individual's strengths and weaknesses in job performance during appraisal interviews have come to widely differing conclusions. Some of the possible reasons for this are discussed and taken account of in this investigation of appraisal interviews in a government department. Interviews perceived as containing varying degrees of performance feedback (both positive and negative, positive only, negative only and none at all) were compared on a number of variables indicating the effectiveness of the appraisal. The results indicate that interviews perceived as containing a balanced review of the individual's strengths and weaknesses in performance achieved the greatest positive effect overall, while those containing no feedback whatsoever achieved relatively little. [ABSTRACT FROM AUTHOR]

The man trying to find a fault may make mistakes unless he asks effective diagnostic questions and verifies the answers. General principles for verifying indications in petroleum refineries are presented; some are easy to apply, others require instruction, practice or experience. Simple scores for verification or checking, C, and for effective diagnostic questioning, D, are proposed and their calculation is illustrated in the context of fault-finding in a crude distillation unit. C and D probably measure different fault-finding skills. The C score is improved by training, but comparisons are complicated by an apparent influence of the proportion of instrument faults in the problem set. Men may check instrument readings more often as their estimate of instrument unreliability increases. The D score is also sensitive to the effects of training and reflects differences in experience between novices and experienced men. D may overestimate effective diagnostic strategy, but only in a small percentage of cases for men with refinery operating experience or new entrants after training. [ABSTRACT FROM AUTHOR]