THE IMPACT OF APPEAL SYSTEM STRUCTURE ON DISCIPLINARY DECISIONS

This article examines how the evaluation of disciplinary appeals in nonunion organizations is affected by the use of procedural guidelines. Data were collected from 142 managers in a simulation study designed to assess the impact of procedures that are common within arbitration and judicial systems but less common within non-union appeal systems. Procedures which allowed decision makers to evaluate the reasonableness of the disciplinary rule, which specified a stringent standard of proof, and which restricted the availability of work history information significantly increased the likelihood of affirmative responses to disciplinary appeals. It was also found that the effect of the standard of proof guideline significantly increased when the evidence against the employee was weak. The implications of these findings for the design of appeal systems and for future research are discussed.     

IDENTIFYING DETERMINANTS OF RETENTION DECISIONS1

Variables from five domains—demography, social background, service history, satisfaction, and performance—were used in a discriminant analysis approach to distinguishing three groups of naval personnel: Those eligible to reenlist who do, those eligible who do not, and those not eligible. Discriminant weights were derived from a sample of 642 first-term enlisted men and cross-validated on a sample of 628. The results indicated that both pre-service characteristics (demography and social background) and in-service experiences (service history, satisfaction, and performance) contributed importantly to prediction of attrition/retention. Potential usefulness of this method, including implications for better understanding and control of manpower turnover were discussed.     

THE NEW UNIFORM GUIDELINES ON EMPLOYEE SELECTION PROCEDURES IN THE CONTEXT OF UNIVERSITY PERSONNEL DECISIONS

The new Uniform Guidelines on Employee Selection Procedures are considered in a context of university employment decisions. The use of student evaluations as valid criteria for faculty personnel decisions such as hiring, retention, tenure, promotion, or salary increases is examined. Standards of validity contained in the Guidelines are probably not being met with regard to most student rating forms currently used. Recommendations are made regarding use of student and administrators' ratings as criteria for personnel decisions. The need for studies on contaminating sources of variance in ratings is emphasized.     

MANAGERIAL USE OF DISMISSAL: ORGANIZATIONAL-LEVEL DETERMINANTS

Although much variation exists across organizations in the use of dismissal, little is known about the source of this variation. This study examines organizational-level determinants of the willingness of managers to attempt dismissal. Using survey data from HR managers, we measured organizational-level factors likely to be associated with the expected costs and benefits of dismissal. We then examined how these factors affect the willingness of line managers from corresponding organizations to attempt dismissal. As hypothesized, the results indicate that in most cases where threats to just cause were present, informal norms, disciplinary procedure restrictiveness, and appeal system characteristics all affected dismissal. Also, as was expected, where just cause for dismissal could unquestionably be established, dismissal was significantly influenced by informal norms but not by disciplinary procedure restrictiveness or appeal system characteristics. Finally, little consistent support was found for the hypothesized relationships between dismissal and human capital investment, performance pressures, monitoring costs, and labor market conditions.     

DESIGN, VALIDITY, AND USE OF STRATEGICALLY FOCUSED EMPLOYEE ATTITUDE SURVEYS

This paper presents logic, procedures, validity, and use of employee attitude surveys targeted on strategic objectives of the firm. The logic is that employees at the front line are in an optimal position to report on the degree to which strategic initiatives are being carried out. The procedure is to design survey questions that focus on the initiative rather than on employees' personal feelings or satisfaction. To validate employee reports, the relationships between those reports and customer satisfaction over four quarters of the use of the survey are shown. Evidence shows that the logical and empirical keying of employee surveys to strategic initiatives and objectives of the firm provide data of immediate use to management, in the present case to both marketing and human resources management.     

EFFECTS OF MULTIPLE ADMINISTRATIONS OF THE MMPI FOR EMPLOYEE SCREENING

Psychological screening has become commonplace in a number of occupational groups. With the growing popularity of screening and the relative scarcity of appropriate personality measures, re-screening individuals with the same inventory is frequent. This paper examines the effect of re-screening with the Minnesota Multiphasic Personality Inventory (MMPI) on contract workers (n = 1,997) from the nuclear power industry. Participants completed the Inventory as a part of a routine screening procedure. Each participant provided several profiles as a result of regular employment cycles. Although the differences are generally small, some scales show large enough mean changes to warrant concern when interpreting the profiles of those who have taken the profile multiple times. Although scale reliabilities tend to increase, the usefulness of the Inventory appears to decrease with an increasing number of administrations. The effect is one of increasing normality of test profiles. One interpretation of the results is that candidates for jobs become "test-wise," and the scores are the result of a combination of responses to the repeated assessment. It becomes increasingly difficult to identify unfit employees with the Inventory. Given these results, further research on retesting effects of the Inventov, as well as other personality measures, is indicated.     

THE THERAPIST'S EXPERIENCE OF PSYCHOTHERAPY: SOME DIMENSIONS AND DETERMINANTS

Eleven dimensions of therapists' experiences during psychotherapy ses- sions were derived, factor analytically, for a sample of 17 therapists. These therapists completed a standard questionnaire after each of 8 or more sessions with 31 female patients. In general, the 11 dimensions reflected various experiences of (a) being helpful towards patients, (b) attempting to deal with difSicult patients, (c) making non-therapeutic responses to patients, and (d) entrapment in personally distressing situations with patients. Personal-social characteristics of patients and therapists were examined as possible determinants of therapist experience. Among other characteristics, patients' employment and marital status, diagnosis and previous treatment, influenced certain therapist experience dimensions-as did therapists' profession, marital status, and personal psychotherapy.     

THE IMPACT OF FLEXIBLE BENEFITS ON EMPLOYEE SATISFACTION: A FIELD STUDY

This study examines the attitudes of 110 employees of a financial service organization before and after the introduction of a flexible benefit plan. A large, statistically significant increase in benefit satisfaction was observed following implementation, as was a smaller significant increase in overall satisfaction. Employee understanding of the benefit package also increased significantly. No significant relationships were found between demographic characteristics and responses to the flexible plan. Potential confounds due to the complexity of the intervention are discussed. Future research is called for to examine the processes through which flexible benefits impact worker reactions and to examine the impact of flexible benefits on behavioral responses such as attraction and retention.     

MANAGERIAL DECISION MAKING ABOUT EMPLOYEE GRIEVANCES: THE IMPACT OF THE GRIEVANT'S WORK HISTORY

This study uses field data to examine whether managerial decisions about employee grievances are influenced by the grievant's work history with the organization. Additionally, because aspects of the grievant's history may be contractually relevant when evaluating grievances over disciplinary issues, the study examines whether the impact of the grievant's work history varies with the nature of the grievance. The results suggest that managers, at later stages of the grievance process, are influenced by the grievant's work history-even when that history is not relevant to evaluating the merits of the grievance. In finding this, the results suggest that inconsistencies exist in terms of the treatment of employees within the grievance system.     

THE MANAGEMENT OF FAILURE EVENTS: SOME CONTEXTUAL DETERMINANTS OF ACCOUNTING BEHAVIOR

This study sought to examine the impact upon actors' selection of strategies to manage failure events of several contextual factors: characteristics of the reproacher/actor relationship, communicative goal-orientation of the actors, severity of the failure event, character of the reproach for the failure event, and the actors' degree of expressed guilt. Results indicated that actors elected to make no response when they felt less guilt, when there was no overt reproach, when their instrumental goal (securing honoring) was unimportant, and when the failure event was a severe offense. Concessions were used when the reproachers said nothing or projected a concession, when the offense was severe, when the actors' instrumental goal was important, and when they felt guilty. Actors chose to justify their behavior in high intimate situations where their instrumental goal was less important. Refusal to account was most likely to occur when reproachers used an aggravating reproach form, when actors felt unjustly accused, and when reproachers were dominant. Excuses were fairly uniformly distributed across all contexts.     

THE EFFECTS OF ORGANIZATIONAL CHANGES ON EMPLOYEE COMMITMENT: A MULTILEVEL INVESTIGATION

Organizations are concerned with the impact organizational change can have on both individuals' response to the change itself and their ongoing relationship with the organization. This study investigated how organizational changes in 32 different organizations (public and private) affected individuals' commitment to the specific change and their broader commitment to the organization. The results indicate that both types of commitment may be best understood in terms of a 3-way interaction between the overall favorableness (positive/negative) of the change for the work unit members, the extent of the change in the work unit, and the impact of the change on the individual's job. In addition, the fairness of the change process was found to interact with the effects of work unit change on organizational commitment. The implications of these results for future research and practice are discussed.     

ON THE INTERCHANGEABILITY OF OBJECTIVE AND SUBJECTIVE MEASURES OF EMPLOYEE PERFORMANCE: A META-ANALYSIS

A meta-analysis of studies containing both objective and subjective ratings of employee performance resulted in a corrected mean correlation of .389. This value, although significantly greater than zero, indicates that objective and subjective performance measures should not be used interchangeably. Moreover, in no moderator subgroup examined did the correlation suggest convergent validity. After discussing issues related to resolving the previous anomalies of primary and meta-analytic results, a secondary analysis suggested that objective and subjective measures of the same construct at the same level may be used inter-changeably. The secondary analysis, however, was based on a very limited sample. Future research should address the appropriate dimensionality of employee performance.     

AN EXAMINATION OF LEADERSHIP AND EMPLOYEE CREATIVITY: THE RELEVANCE OF TRAITS AND RELATIONSHIPS

Creativity is becoming a topic of ever-increasing interest to organizational managers. Thus, there is a need for a greater understanding of the dynamics between the personal and contextual factors responsible for creative performance in work settings. In particular, there is a need to identify the role of leadership for creativity. Until now, creativity studies have examined leadership and employee characteristics from a single-domain perspective. Data from 191 R&D employees of a large chemical company were used to test a multidomain, interactionist creativity model of employee characteristics, leader characteristics, and Leader-Member Exchange (LMX). Results suggest that employee intrinsic motivation and cognitive style, LMX, the interactions between employee intrinsic motivation and leader intrinsic motivation, and between LMX and employee cognitive style relate to employee creative performance as measured by supervisor ratings, invention disclosure forms, or research reports. Implications for practicing managers and research on leadership and creativity are discussed.