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This study was designed to determine the effect that goals have on performance and the effect that performance has on reported levels of satisfaction in a competitively structured task. The results of this study give strong evidence to Locke's theory (Organizational Behavior and Human Performance, 1969, 4, 566-574) that the most immediate, direct motivational determinant of task performance is the subject's goal, and to Ilgen and Hamstra's theory (Organizational Behavior and Human Performance, 1972, 7, 359-370) that satisfaction with one's performance is a function of the difference between actual performance and performance goals, and also a function of the difference between actual performance and performance of a reference person. Satisfaction and performance were found to be strongly related only up to the point where a person exceeds his goal or his reference person's outcome. [ABSTRACT FROM AUTHOR]

Technology has been depicted, in recent years, as an important causal variable in some theoretical formulations of organizational structure and behavior. Studies conducted to investigate the relationships between technology and other organizational variables have not provided, thus far, a conclusive picture of the role of technology in a parsimonious model of organizational behavior. Much of the difficulty in studying technology can be traced to the problem of obtaining a satisfactory operational definition of technology. A related problem is that of establishing the appropriate unit of analysis within which to study technology variance. An operational definition of technology is developed and applied in this study, building from a typology of technologies proposed by J. D. Thompson. Analysis was conducted on 297 organization units (departments, devisions) from within a diverse sample of 17 business and industrial firms. The organization units were classified among three varieties of technology, specified as long-linked, mediating and intensive technology respectively (following the J. D. Thompson typology). The organization units were also described in terms of several dimensions of organizational behavior developed in earlier research. Direct and indirect relationships involving technology, 14 dimensions of organizational behavior, and organization unit effectiveness, were investigated in several analyses. The findings from these analyses support the hypothesis that the criteria of effectiveness of an organization unit vary with the nature of the technology of the unit. The nature of the intra-technology models of organizational effectiveness are generally supportive of the variation expected from the Thompson theoretical analysis. No direct technology-organizational effectiveness relationship was observed, a finding which is in keeping with the expectations of the researchers. The models of organizational effectiveness observed within each of the three technology categories are described and the implications of their differences and similarities are discussed. [ABSTRACT FROM AUTHOR]

The present study was designed to test the view that organization structure and process are related to organizational climate which in turn is related to organization performance and employee job satisfaction. Questionnaires were completed by the directors of 117 research and development organizations and by 291 scientists in a subsample of 21 of these organizations. Results showed that several organizational process variables (but no structural variables) were significantly related to the climate of the organization as perceived by scientists. Perceived climate in turn was shown to be significantly related to measures of organizational performance and to job satisfaction. [ABSTRACT FROM AUTHOR]

Recent criticisms of the two-factor theory of job satisfaction suggest that Herzberg's reliance upon the recall of critical incidents (Ewen, 1964) and dual system of categorization (Schneider and Locke, 1971) may have introduced a scaling bias in his method of experimentation which severely restricts respondents' opportunities to register negative reactions to motivators (Ms) and positive reactions to hygienes (Hs). Industrial trainees in two vocational education projects (N1 = 72, N2 = 102) responded to check lists which contained both negative and positive performance specimens (Whitlock, 1963) related to two of Herzberg's Ms and three Us. These data were used to test three of King's (1970) formulations of Herzberg's theory dealing with the relative frequency of good and bad experiences engendered by Ms and Us (Theories I through III). A set of hypotheses dealing with levels of satisfaction and dissatisfaction derived from Ms and Us were also tested. The results of both studies failed to support Herzberg's two-factor theory. Rather, the results appeared to substantiate the contention of Graen (1966) and others about the greater potential for satisfaction associated with intrinsic work factors. [ABSTRACT FROM AUTHOR]

In a 2 × 2 factorial design, the present experiment investigated the effects of expected pay and chronic self-esteem on quantity and quality of performance. The results on the quality data indicated that high self-esteem subjects performed highly under both low and high pay conditions, whereas low self-esteem subjects performed highly only under the high pay condition. The results on the productivity data, however, indicated only the main effect of pay. These results can be explained in terms of self-consistency theory. They are also in agreement with other investigations showing that individuals would tend to confirm a high self-concept more by high quantity than by high quantity of work. [ABSTRACT FROM AUTHOR]

This paper critically examines available theoretical models which have been derived front statistically established patterns of association between contextual and organizational variables. These models offer an interpretation of organizational structure as a product of organizational structure as a product of primarily economic constraints which contextual variable are impose. It is argued that available models in fact attempt to explain organization at one remove by ignoring the essentially political process, whereby power-holders within organizations decide upon courses of strategic action. This `strategic choice' typically includes not only the establishment of structural forms but also the manipulation of environmental features and the choice of relevant performance standards. A theoretical re-orientation this kind away from functional imperatives and towards' a recognition of political action is developed and illustrated in the man body of the paper. [ABSTRACT FROM AUTHOR]

This paper discusses the collection of information from and about people at work. It attempts to structure the field, define key problems, expose sources of conflict and point the way to resolving major difficulties. [ABSTRACT FROM AUTHOR]

This article presents information on the attitude of employers in hiring disabled workers in the U.S. Although positive attitudes towards the employment of disabled people did not necessarily result in the actual employment of these people, these attitudes did relate significantly to previous experience with the disabled. On the other hand, the positive attitudes of employers did not seem to be a function of external pressures to conform. Accordingly the authors stressed the importance of selective placement of disabled people. The topics of this investigation were employers approach to the employment of disabled people, and their experience with individual disabled employees, including people who had become disabled while in their employ. A semi-structured interview schedule was used but any further comments made by the employers were also noted. The employers were asked the reason for the most and least successful employee. Poor work performance was the reason given by ten employers for their choice of the least satisfactory disabled employee.

This selection from notes written by Dr Buzzard for the guidance of the staff of NHP is published at the request of other appreciative users and as a contribution towards improving the standards of reporting which the editor above all would like to see. It should be of particular help to teachers of adult students who suffer from sluggish or ill-disciplined words, to research and specialist workers who have to convey findings to laymen unfamiliar with the special language of their topic, and, we hope, to intending contributors to this and oilier scientific journals. Ed. [ABSTRACT FROM AUTHOR]

Reprints the article "The Medical Research Council Applied Psychology Unit," by D. Brown, V. Batts and C.E. McGougan, which appeared in the 1970 issue of the journal "Applied Ergonomics." Origin of the Medical Research Council's Applied Psychology Unit in Great Britain; Emphasis of the unit's research in evaluating the effects of various stresses upon working efficiency; Examination of conditions which are likely to cause impaired car driving.

An investigation is reported of an experimental training scheme designed to overcome the problem of speed and accuracy in the training of adult sewing machinists. The report compares the relative effectiveness of training by the traditional method, based on predetermined standards of speed and accuracy, and an experimental method, based on the linear programmed learning technique of gradual progression from easy to difficult items, without overt pacing and quality standards. The results show that the experimental method was significantly more successful. Theoretical implications are discussed. [ABSTRACT FROM AUTHOR]

Provides information on a study which determined the importance of a subjective criterion or self-rating in job analysis. Application of reliability in self-rating; Validity of self-rating; Development of a criteria of job performance.

In a three year research and demonstration project to determine the feasibility of employing the educable retarded adult in a competitive work setting after appropriate vocational training, the training time and work performance of a retarded group were compared with the performance of nonretarded employees at Abilities, Inc. Results indicated that the retarded worker was able to learn the typical industrial and commercial skills needed at Abilities. The crucial matter in success was not in learning job skills per se, but in developing adequate work habits and personal social skills. [ABSTRACT FROM AUTHOR]

The article discusses a state monopoly of electric light and power. In a previous issue of this quarterly the remarkable record of the government monopoly of electric light and power in Uruguay was discussed. It was demonstrated that in the period up to 1929 most of the dangers of state industry had been avoided. Although a tradition of competent civil service was lacking, public sector unit Usinas Electricas was able to attract and retain the services of a fine staff which aimed at maximum profits in much the same way as the management of a private monopoly would. Although the inefficiency of Uruguayan government employees had been notorious and the state-socialist party generally truckled to labor, nevertheless the Usinas Electricas were not overconsiderate of their laborers. The enterprise did not lag in adopting the latest improvements in equipment and developed a group of native engineers which maintained a high level of technical efficiency. Excessive Political pressure was avoided by the excellence of the basic laws and by the desire of the government to make the Usinas Electricas a model for the larger socialistic adventure in which it was engaged. The political stability of the period also aided greatly.

In the article "The Study of Organizational Effectiveness," by J. L. Price, the author surveyed strengths and weakness of two general approaches to the study of organizational effectiveness, the goal approach and the system resource approach. One of the central problem with the goal approach is the variety of goals which may be inferred from organizational behavior and the resulting ambiguity in the conceptualization of effectiveness. The meaning of organizational effectiveness in that work fluctuates widely as the analytical focus shifts between types of organizations and between levels of analysis. Organizational effectiveness appears to be a loose and ambiguous rubric under which a variety of observable outcomes of organizational behavior are listed in disarray.

The article focuses on the Association Proceedings of the 1965 Meeting. President John E. Kane called the meeting to order. The Auditing Committee reported that the financial records of the Secretary-Treasurer William E. Swyers had been audited. Copies of these reports are attached to the permanent file copy of these minutes. As Chairman of the Membership Committee, Alfred Chalk reported that the committee had been active in soliciting new members. Approximately 3,000 invitations to membership had been mailed. Chalk expressed thanks to the members of the committee for their help. Anthony Lis, General Program Chairman, stated that he wished to thank the Section Chairman for the splendid cooperation they had given him in arranging the convention program and he commended them on the excellence of the sectional programs. In addition, Lis publicly acknowledged the contributions of the members John E. Kane, Barbara J. Stockley, and Karl Ashburn as splendid. Raymond V. Lesikar, of the Placement Committee, reported that the Louisiana Employment Division has provided Convention Placement Service.

In an address to the Industrial Co-Partnership Association, Major Urwick discusses some of the problems involved in the association of workers with the higher control of business. Management to-day is becoming scientific rather than political—a task of co-ordinating the contributions of experts rather than of compromising conflicting interests. The new, scientific type of administration demands specialized knowledge and intellectual detachment. Workers who possessed such knowledge should not remain workers ; and members appointed to Boards of Directors for the avowed purpose of representing the interests of a particular section are by definition the reverse of detached. There are further difficulties connected with the committee form of administration. Major Urwick suggests that the solution may come through representation of the workers on a second body, behind the Board, and standing in the same relation to it as the Houses of Parliament to the Cabinet—a body with wide powers of criticism and review, but no duties of actual administration. [ABSTRACT FROM AUTHOR]

The article focuses on nursing homes that have expanded in the last twenty years to become a major component of medical care, although their rapid growth has been at the expense of quality standards. This article describes an attempt to improve one aspect of nursing home service through an educational program, the effects of which were measured. The initial problem for further research lies in the precise identification of the characteristics of nursing homes most likely to possess the most serious problems of adequate care. In the process of identifying such characteristics, knowledge would be gained concerning the organizational features of the homes that tend to create the problem to begin with. In order to design intelligent programs for increasing the quality of medical care in homes for the chronically ill and aged, investigation must be made of the differences of the level of care in terms of the organizational and economic features of the institution. In this way, educational programs can be developed which are realistic and directed to those institutions in greatest need. The investigation of the relationship between such a structural index as bed capacity and degree of ambulation and internal organizational features as they related both to present care and to the facilities to implement improved patient-care programs would, if the relationship were to be verified, provide a relatively simple method of selecting institutions for such educational programs.

Presents a five year panel study on time pressure experienced by scientists and engineers that predicted positively to several aspects of work performance. Association between higher time pressure with above average performance during the next five years; Factors influencing time pressure among members of formal organization; Approaches to the management of time pressure.

It was hypothesized that the satisfaction associated with performance is affected less by the comparison of reported performance to expected performance when high or low performance is reported than when average performance is reported. The hypothesis was supported. The results were discussed in relation to the internal and external standards described as part of a subject's frame of reference by the Traditional Model of job satisfaction (Smith, Kendall, & Hulin, 1969). [ABSTRACT FROM AUTHOR]

Addressing a lack of individual differences parameters in equity theory as presented by J. S. Adams, this thesis states that different individuals perceive the same ambiguous job elements differently (as inputs or outcomes); this, in turn, either facilitates or attenuates the predicted main effects of under- and over-reward in terms of job performance and attitudes. A 120-item moderator was empirically developed to test the thesis. It served to subgroup 91 male college students who had previously participated in 7-day equity study. Their data were reanalyzed, separately. The results generally supported the thesis and its differential predictions. The differential results, using subgrouping, were discussed and related to earlier main effect results, using the total undifferentiated group. [ABSTRACT FROM AUTHOR]

Nine groups of ten subjects each performed for 200 trials on interval learning tasks in which the stimulus, response and reinforcement continua were continuous scaled variables. The nine experimental conditions were defined by the size and sign of the product-moment correlation between the stimulus and reinforcement (criterion) distributions. That is, re ranged from - .80 to +.80 in steps of .20. There was little or no evidence for matching behavior with correlational performance measures. Subjects leaning positive re relationships tended to overmatch (rs > re, with the tendency to do so increasing as the size of re decreased. Subjects who learned negative re values consistently undermatched (rs < re, apparently due to a general set to regard "relatedness" as a positive phenomenon. Analysis of subjects' conditional response arrays showed that subjects' conditional response distributions had greater dispersion than the corresponding conditional reinforcement distributions. The size of this effect increased as a function of the absolute magnitude of re and was most evident with high and low stimulus arrays. A tendency for subjects to displace the array means followed a similar pattern. [ABSTRACT FROM AUTHOR]

Extensive empirical research has been concerned with job performance and performance change, but virtually nothing has been done to develop a broader conceptual framework which might be useful in giving direction to further research. Toward this end, a number of diverse and previously unrelated empirical findings relevant to job performance are shown to converge on one generalization which accounts for all. The central theme of this generalization pertains to the changing nature of performance across time. The applicability of this generalization beyond the job performance setting is shown by various findings from psychological testing and animal learning research. The increased use of this inductive approach is suggested as one possible way to alleviate the widely recognized shortage of theory in industrial-differential psychology. [ABSTRACT FROM AUTHOR]

Performance decrements and dissatisfactions at the work place have long been observed but have not been adequately explained. Activation research and selected studies of work behavior are reviewed to show that decrements in performance may be better understood in the light of recent neuro-psychological findings. This review indicates that activation theory and the research upon which it is based anticipates behavior related to variations in task design and suggests new avenues of investigation for those interested in the determinants of work behavior. [ABSTRACT FROM AUTHOR]

This article responds to author's commentaries on the article "The Study of Organizational Effectiveness," by J. L. Price. The basis of simplistic approach rests with three assumptions supposedly made by the paper. First, the paper, according to the authors, assumes uniformity in the meanings that respondents attach to words designating core organizational activities. The paper assumes that respondents possess knowledge and competency with respect to the evaluation of nursing care within their limited spheres of involvement in the hospitals. Although, it may be desirable to have a general measure of organizational effectiveness for the reason suggested in the paper, this may not be possible. Some scholars believe that organizational effectiveness is so specific that a general measure cannot be developed.

The article focuses on the impact of working conditions on the performance of an employee in a tin shop. The study observed some processes in the shop including rolling, locking, soldering, flanging and more. The study reveals that the provision of an improved layout, comfortable seating, setting of an official rest pause and other changes contributed greatly to the comfort and satisfaction of the workers which lead to an increase of output.

The article cites a study that investigated the effects of feedback information in work situations with schizophrenics and used feedback methods that are feasible in these settings. Researchers study 60 schizophrenics at Vermont State Hospital who were participating in a rehabilitation-training program. Results of the study revealed that the feedback information facilitated the acquisition of performance accuracy for schizophrenics as a group, but the optimal amount of feedback differed between the paranoid and non-paranoid patients. Researchers also stated that increase in the speed of performance was a function of the diagnostic category and retention of speed was dependent on the chronicity status of patients.