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Counterproductive work behaviors are notoriously difficult to measure in applied settings. As a result, many organizations are unable to reliably evaluate the frequency and antecedents of these behaviors. Exit surveys provide a unique opportunity for measuring potentially sensitive organizational issues but have yet to be widely adopted for measuring counterproductive work behaviors. The present paper describes a case study in which an exit survey was designed to study counterproductive work behaviors in a large telecommunications company. The results of this study suggest that a similar methodology may be beneficial for other organizations looking to better understand and manage these potentially damaging behaviors. [ABSTRACT FROM AUTHOR]

Tremendous research has been conducted in industrial/organizational psychology to study the factors that improve work performance of the employees. Most researchers study variables like working conditions, salary, organizational culture and their impact on the performance of the employees. Very little research has been conducted to study the impact of optimism on the work performance of the employees. This paper is an effort to review the factors that lead to an optimistic explanatory style, impact of optimism on performance as well as measures to increase the optimism of employees. [ABSTRACT FROM AUTHOR]

The most important fact emerging from the combination of my article and the three commentaries is the consensus judgment that content validity is appropriate scientifically and professionally for use with tests of specific cognitive skills used in job performance. This is important because the 1978 Uniform Guidelines on Employee Selection Procedures have typically been interpreted as not permitting such usage, and this is particularly the case in the interpretation given to the Guidelines by federal government enforcement agencies. Although the Society for Industrial and Organizational Psychology Principles and the Standards do not prohibit such usage, many industrial-organizational psychologists believe that it is not professionally or scientifically appropriate to employ content validity methods with cognitive measures. The hope is that this series will convince them otherwise. On this point, all four authors in the series are in agreement. The major disagreement among us concerns whether specific cognitive skills used in content valid tests must be considered constructs or not. My position, and apparently that of Kehoe, is that they need not be so considered. I argue that constructs must be invoked only in the context of a substantive theory. Sackett and Ployhart, on the other hand, argue that all measures taken on people must be viewed as constructs, regardless of whether any theoretical propositions and assumptions are involved. In this response, I present reasons why this need not be the case. [ABSTRACT FROM AUTHOR]

The purpose of this study was to examine employees’ reactions to the use of organizational citizenship behavior (OCB) in performance evaluations. In addition, gender differences in such reactions were examined. Data were obtained from a sample of working adults ( n = 78) and a sample of students ( n = 249). In the first study, participants compared the fairness of 11 different weighting combinations of OCB and core task behavior, using a within-subjects design. In the second study, low, medium, and high weightings of OCB were compared using a between-subjects design. In both studies, participants reported that evaluating employees on OCB was fair. OCB weightings of 30– 50% were perceived as the most fair. Men felt that OCB weighting of 20–30% were the most fair and women felt that OCB weightings of 25–50% were the most fair. Considering that employees are evaluated on their OCB, it is important to know that they feel that it is fair to do so. Choosing how heavily to weigh OCB may be more difficult, although weightings of 25–30% OCB were perceived to be fair to both the men and women in this research. This is the first study to examine employee reactions to the use of OCB in performance evaluations and add to a growing body of evidence suggesting that there are gender differences in the perceptions of OCB. [ABSTRACT FROM AUTHOR]

We tested the hypothesis that the relationship between team climate and team performance is moderated by climate strength. The study sample was composed of 155 bank branches, and a two-wave panel design was implemented. We measured four team climate facets (support, innovation, goal achievement and enabling formalization). We obtained two subjective indicators of team performance (ratings provided by team members and by team managers) and a financial indicator of team performance. Seven out of the 12 interaction effects tested were statistically significant and showed the expected sign. When financial team performance was the criterion, only the interaction term was significant. This suggests that only strong climates are related to financial team performance over time. [ABSTRACT FROM AUTHOR]

This paper is based on survey responses from 656 employers who had employed someone with a disability using support from disability employment agencies. Differences in employers' ratings of employees with and without a disability in relation to employer satisfaction and work performance are outlined. Employers were found to be less satisfied with their employee with a disability than with other employees; determinants of employer satisfaction differed between the two employee groups; and employers were predisposed to be more satisfied with employees with a disability than with other employees in relation to the work performance variables tested. Identifying areas directly related to employer satisfaction, and highlighting important differences in factors that determine employer satisfaction between these two employee groups, provides valuable direction for effective strategic planning of service interventions. [ABSTRACT FROM AUTHOR]

There is little information available on the performance of UK managers on the 16PF when administered as part of a selection procedure. The present paper reports the results of analyses of data from 1796 short-listed managers who were given the 16PE (Form A). The assessment was part of a selection procedure carried out for a wide range of clients by an executive recruitment agency. Normative analyses of these data are presented and effects related to age and gender are examined. Internal consistencies of both primary and secondary scales are presented and the problem of low primary reliabilities is discussed. Factor analysis of the primary scale scores produced five second-order factors which closely match the 16PF second-order factor scales. [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]

Three rating instruments (Behaviorally Anchored Rating Scales, Numerically Anchored Rating Scales, and Trait Ratings) were compared to an external criterion of police patrolman job performance. The external criterion was five vignettes of hypothetical patrolmen's job behavior based on an inclusive job analysis. Each of the five vignettes was rated by 28 first-level supervisors using each of the three instruments. Rater perceptions of each instrument's relevance for various organizational purposes were also gathered. Analysis of the three rating instruments centered on their respective criterion sensitivity. Results indicated that the three comparison instruments were approximately equal in terms of their resistance to the errors of leniency and central tendency. None of the three instruments was shown to be resistant to halo error. The NARS instrument was preferred for applied usage. Explanations for the results center on scale ambiguity, rater opportunities to observe behavior, and the nature of rater perceptions of performance. [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]