工作绩效的结构及其与胜任特征的关系

本研究旨在验证党政领导干部对下级工作绩效评定的结构,并探讨其与胜任特征之间的关系。两个省市的450名党政领导干部完成了对自己下级的工作绩效和胜任特征的评定。结果表明,评定下级干部工作绩效的两因素结构,即任务指向和个人素质,得到了验证;分别以工作绩效的两个二阶因素为因变量,以胜任特征的七个维度为预测变量进行逐步回归分析,胜任特征可以解释工作绩效的“才”和“德”成分54．5％和55．3％的变异。胜任特征和工作绩效中“德”和“才”的成分之间存在复杂的关系,既可以相互促进,也可以交互抑制。文中还对这一结果的含义及本土化研究的意义进行了深入讨论。     

Blame game in private investigation reports: The case of Deloitte examination at Telenor VimpelCom

Business and public organisations hire fraud examiners to conduct private investigations when there is suspicion of misconduct or financial crime. Fraud examiners carry out their investigation based on a mandate. Often, individuals in the organisation are suspects. The blame game hypothesis is concerned with factors that cause blame attribution to some individuals but not to others. In this case study, only executives were blamed who had not disclosed corruption information to a major shareholder and to the chief executive officer.     

Gender and the attributions of chief executive responsibility for successful or unsuccessful organizational outcomes

This study addresses the effects of gender upon the attributions of responsibility for success and failure by chief executives in an organizational setting. Prior laboratory studies verify that some sex-related differences exist, although their importance and causes have been subject to controversy. In general, gender seems to make a difference in two respects. Men tend to make stronger attributions to their own ability than women and men are less likely than women to attribute their own performance to luck. In short, women are more likely to derogate their own efforts than are men. In this study no major gender-related differences were found in the patterns of attribution of the causes given for success or failure. These results indicate that if a general model of gender-related attributional differences is to be developed, additional studies from natural settings are needed.     

Governors in the Legislative Arena: The Importance of Personality in Shaping Success

Research on the leadership of executives in the United States typically follows one of two traditions, emphasizing either characteristics of the incumbent or features of the office. This article brings together these traditions. It draws upon the work of Winter to develop measures of three aspects of personality—the power, achievement, and affiliation drives—and hypothesizes that the power and achievement motives are exhibited in conjunction by successful chief executives. It then tests this hypothesis within the contexts of the American states, thus accounting for both the leaders as individuals and the features of the political and economic environments in which they lead. The primary hypothesis is affirmed. Governors who exhibit high levels of the power and achievement motives in tandem are substantially more likely to achieve their policy goals. In addition, governors who emphasize affiliation are less successful.     

领导干部的人格特点与工作绩效的关系：QZPS与NEO PI-R的比较

研究旨在探讨基层党政领导干部的人格特点与工作绩效之间的关系。中国人人格量表（QZPS）测量的人格的七个维度及其18个次级因素均与工作绩效的维度存在不同程度的相关,其中处世态度、人际关系和外向性与任务绩效绩效相关最高,处世态度、情绪性和行事风格与个人品质绩效绩效相关最高,而情绪性与他人评定绩效相关最高。人格因素可以解释自我评定绩效31. 7% ~ 49. 9%的变异,可以解释他人评定绩效6. 3% ~ 12. 8%的变异。而采用NEO PI-R测量人格时,所解释的工作绩效的变异只有QZPS的1/3左右。文中还讨论了工作绩效和人格结构的文化意义以及本土化研究的重要性     

基层党政领导干部的人格特点与行为类型

本研究旨在系统研究基层党政领导干部的人格特点及其与行为风格的关系。采用中国人人格量表对1237名基层党政领导干部和419名对照组被试的人格特点所作比较表明,党政领导干部比对照组更外向、更善良、行事更严谨和自我克制、对人更热情,而且更注重成功和成就,但同时也更加爽直、更优柔寡断,对工作的坚定、认真程度也低于对照组,而且党政领导干部中女性化人数的比例远远高于对照组。党政领导干部的行为风格与人格特点之间也存在显著的相关。文中还对这一结果的含义及进一步研究的方向进行了讨论。     

Joint Effects of Corporate Positions and Prospects on Perceptions of Business Ethics Among Japanese Students: A Reflection of Collectivistic Cultures1

This study was designed to account for inconsistencies between past research indicating that executives in general are more ethically oriented than employees. The reality in Japan's society is that it has been mostly top executives who violate business ethics. Japanese students (N = 201) assumed that they were “executives” or “employees” in a manufacturing company, and their company had “high” or “low” financial prospects. The high‐prospect executives were most ethically oriented, while the low‐prospect executives were least ethically oriented. Ethical orientation did not change across the two prospect conditions for the employees. The findings are interpreted in terms of ethical dissonance created by dual pressures from acceptance of Western global ethical standards and strength of indigenous collectivistic ethical standards.     

Exploring the Relationship between Market Orientation and Sales and Marketing Collaboration

The relationship between sales and marketing has generated considerable academic interest in recent years, with studies focusing on how the interface can be improved. However, prior research has neglected an important aspect of this interface: the relationship between market orientation and collaboration between sales and marketing. This study considers this relationship and was carried out through a survey of managing directors/chief executives. The results indicate that collaboration between sales and marketing has a positive relationship with market orientation and that collaboration between sales and marketing as well as market orientation have a combined positive effect on business performance.     

A Closer Look at the Personality Characteristics of Outplaced Executives

The present study examines more closely the findings and recommendations presented recently by Austin and Murray (1993) regarding the personality characteristics of outplaced executives. The analysis of a much larger national sample that does not exclude females shows that the previously reported findings may not be representative of the population of outplaced executives and that important gender differences also are present. Finally, the suggestion that counselors should help individuals change their negative predispositions is questioned. It is recommended here that personality differences between employed and outplaced executives may have more important implications for organizational practices and counseling pertaining to person-job fit     

Personality characteristics and profiles of employed and outplaced executives using the 16PF

This article examines the psychological profiles of recently terminated executives. The 16PF was used to explore the personality characteristics of outplaced executives. It hypothesizes that recently terminated executives have fundamentally different personality profiles than those of employed executives. The personality profiles of recently terminated executives were compared to personality profiles of a normative group of employed business executives and the personality profiles of a group of executives terminated in 1982. Results indicated that recently terminated executives are identifiable as statistically different from employed executives on 4 of the 16 personality factors. There was no statistical difference between recently terminated executives and the 1982 sample, however, recently terminated executives demonstrated fewer discrepancies from employed executives. Outplacement firms and psychologists working with recently terminated executives need to assist their clients in exploring and modifying these personality profile differences.     

建立县级领导干部绩效结构和考核指标体系的思考

县级领导干部的绩效考核一直是党和国家关注的焦点,而实践中县级领导干部的绩效考核多年来一直是个难点问题。该文通过回顾国内外绩效考核的相关理论和文献,对应该如何建立科学有效的县级领导干部绩效结构及考核指标体系进行了探讨,并进一步提出了其研究的创新和意义所在。     

Human Resource Executives' Perceptions of Academic Research

Human Resource (HR) executives were surveyed with regard to their perceptions of academic HR research information. In general, the results suggest that HR practitioners' attitudes related to relevance, skepticism, and accessibility are not as negative as was commonly assumed. Still, some specific areas of practitioner concern were identified in the study. The executives' attitudes were also found to be significantly related to specific demographic and organizational variables. Interestingly, HR executives with Ph.D.s had significantly more negative attitudes toward academic research than those without Ph.D.s. Male HR executives also viewed academic research as more irrelevant than their female counterparts. Attitudes also differed significantly as a function of organizational size and type of industry.     

Verbal Style,Gubernatorial Strategies,and Legislative Success

This article examines the relationship between a governor's verbal style and his success in achieving his legislative goals. We add a measure of verbal style developed by Roderick Hart to a traditional model used by scholars of political chief executives to explain legislative success. We apply this model to the State of the State addresses of six governors of Florida who served between 1966 and 2006. Our findings reflect the validity of the truism “words matter.” Governors who use words and phrases that connote enthusiasm, activity, and realism are more successful in the legislative arena than those who do not.     

DEVELOPING EXECUTIVE LEADERS: THE RELATIVE CONTRIBUTION OF COGNITIVE ABILITY,PERSONALITY, AND THE ACCUMULATION OF WORK EXPERIENCE IN PREDICTING STRATEGIC THINKING COMPETENCY

We conceptually define and empirically investigate the accumulation of work experience—a concept that refers to the extent to which executives have amassed varied levels of roles and responsibilities (i.e., contributor, manager, lead strategist) in each of the key work activities that they have encountered over the course of their careers. In studying executives’ work experience accumulation, we consider key antecedents such as executives’ cognitive ability and personality traits, namely Extraversion and Openness to Experience, and examine the value of work experience accumulation on executives’ strategic thinking competency. Analyses of multisource data from 703 executives revealed 3 key findings: (a) accumulated work experience positively relates to executives’ strategic thinking competency after controlling for individual characteristics and other measures of work experience; (b) executives’ cognitive ability demonstrates the strongest and most positive relationship to executives’ strategic thinking competency; and (c) extraverted executives tend to achieve higher levels of work experience accumulation. Relative weight analyses also indicated that cognitive ability and accumulated work experience are the 2 most important predictors for executives’ strategic thinking competency among the other predictors. These findings are discussed in light of their practical implications.     

Assessing the U.S. presidents using the Revised NEO Personality Inventory

This article describes the use of objective psychological instruments, including the Revised NEO Personality Inventory (NEO PI-R), to assess the personalities of all 41 U.S. presidents to date. We briefly report our findings pertaining to the average profile of chief executives on the NEO PI-R and summarize data on two of our most illustrious presidents, Washington and Lincoln. We review a typology of presidents based on our data. Finally, we summarize the results of our investigation of the Big Five personality dimensions and facets that are related to presidential success (i.e., historical greatness). The project and findings are discussed in terms of the use of the NEO PI-R in psychohistorical research and assessment.     

MOTIVATION TO MANAGE AT THE TOP EXECUTIVE LEVEL: A TEST OF THE HIERARCHIC ROLE-MOTIVATION THEORY

Measures of managerial motivation (the Miner Sentence Completion Scale - Form H) were obtained from a sample composed of 75 chief executive and operating officers, executive vice presidents, and group vice presidents. Within this sample, 49 individuals had clearly worked their way up a bureaucratic hierarchy, and thus were congruent with managerial role motivation theory, while 26 were either the original entrepreneur or relatives of the entrepreneur. Comparisons were made with a sample of 65 managers in the same companies who, although of similar ages, had not reached the same high levels. The theory congruent top executives proved to have higher managerial motivation than either of the other two groups. These results support the hierarchic role-motivation theory and reinforce one of its most central propositions; they also support the use of the MSCS-Form H in the selection of managerial talent and in executive assessment.     

A longitudinal study of the moderating role of extraversion: leader-member exchange, performance, and turnover during new executive development

Identifying factors that help or hinder new executives in "getting up to speed" quickly and remaining with an organization is vital to maximizing the effectiveness of executive development. The current study extends past research by examining extraversion as a moderator of relationships between leader-member exchange (LMX) and performance, turnover intentions, and actual turnover for an executive sample. The sample consisted of 116 new executives who were surveyed prior to starting their employment and at 3 months postentry. A total of 67 senior executives rated these new executives in terms of overall performance at 6 months postentry. Turnover data were gathered from company records 3 1/2 years later. Hierarchical regression results showed that LMX was not related to performance or turnover intentions for those high in extraversion; but for individuals low in extraversion, there was a relation between LMX, performance, and turnover intentions. Furthermore, survival analyses showed that LMX was only related to turnover-hazard rate for individuals low in extraversion.     

Les transformations du marché du travail et des organisations : enjeux de maintien au travail et de mobilité professionnelle

This article examines the impacts of the changes in the labor market and organizations as well as their effects on women executives’ job retention and professional mobility. This research is rooted in a qualitative approach based on 51 individual interviews with female executives. The results reveal that the work of women executives is organized around financial goals and could entail risks such as loss of meaning. In these contexts, women developpe resistance or collaboration strategies to integrate and stay at work. These strategies have consequences on their professional mobility.     

Perceptions of Human Capital Measures: From Corporate Executives and Investors

Purpose

This study compared the perceptions of executives and investors in terms of the importance to disclose human capital measures and their knowledge of those measures.

Design/methodology/approach

Forty-nine senior-level executives (41% response rate) from service-oriented, public-listed companies in Australia and 33 investors (47% response rate) from various fund management companies responded to our survey.

Findings

The investors indicated the importance to disclose certain human capital measures more than the executives. The executives appeared to show a better understanding than the investors on indicators such as staff satisfaction index, staff capacity, motivational index, workforce stability, and workforce competence profile.

Implications

To date, researchers have explored human capital from a piecemeal perspective. A more integrated and multifaceted measure of human capital has the potential to benefit fund managers and executives. Disclosure of value added by employees, composition of staff (full-time, contract, or temporary), staff turnover, average years of experience, and average age of management and operational staff would shed some light on investment decisions for fund managers. Executives could utilize the measures to reflect on an assortment of human capital issues that are relevant to their organizations and stakeholders, especially the investment community.

Originality/value

This study proposed a more inclusive measure of human capital by integrating traditional measures of human capital and non-accounting measures (e.g., educational level, experience, and motivation). A comparison of the perspectives of executives and investors revealed preferences for certain information, which can help to improve the perception of transparency and accountability.     

Training the Unemployed Manager: Some Aspects of the United Kingdom Experience

Presently, in the United Kingdom there are more than 100,000 business executives unemployed as a result of the economic recession. This article describes the educational assistance being offered to these executives by government agencies and focuses on the ways in which colleges and universities responsible for the training have approached their task. The freedom exercised by these educational institutions in the matter of course design meant that initially little uniformity existed among them with respect to program objectives and content. More recently, four themes have become evident, which the author has termed situational adaption, job-finding skills, management knowledge, and directional self-analysis. The view is rejected that in terms of personal and training objectives, unemployed executives constitute a homogeneous group. Experience suggests that at least four different ‘types’ of unemployed executives can be distinguished on the basis of their personal and work characteristics. The author has identified these as distressants, businessmen, opportunists, and realists. It is argued that the future development of training programs for unemployed businessmen in the United Kingdom and elsewhere, must acknowledge the diverse needs of participants and be flexibly organized in order to meet them.