THE EFFECTS OF APPLICANTs' REACTIONS TO COGNITIVE ABILITY TESTS AND AN ASSESSMENT CENTER

Manufacturing applicants' perceptions of two selection devices were examined. In Study 1, applicants ( n = 3,984) completed cognitive ability tests and a survey of reactions. In Study 2, a subset of applicants from Study 1 ( n = 194) participated in an assessment center and completed the survey. Applicants reacted favorably to the procedures but viewed the assessment center as more face valid than the cognitive tests. Applicants who perceived the selection techniques more favorably were also more satisfied with the selection process, the job, and the organization. Although applicants' perceptions of the procedures were related to job acceptance intentions, applicants' liking of the job and organization explained the largest unique variance. In future studies, applicants' job acceptance intentions and attitudes toward the job and organization should be assessed before and after administration of selection devices; not controlling for prior impressions resulted in overestimation of the contribution of applicants' perceptions of selection procedures.     

ORGANIZATIONAL SOCIALIZATION AS A LEARNING PROCESS: THE ROLE OF INFORMATION ACQUISITION

This study investigated newcomers'information acquisition about organizational contextual domains from different sources, the relationship between information acquisition and knowledge of domains, relationships between information acquisition from sources, knowledge of domains and socialization outcomes, and shifts in these processes over time. Questionnaires assessing information acquisition strategies, knowledge and socialization outcomes were completed by 151 new organizational members across a variety of organizations, after an average of 17 weeks on the job and again several months later. Results of the study indicated that newcomers differentially relied on sources to gather information, that different sources were of varying importance for gaining knowledge, and that supervisors, coworkers, task and role mastery were related to the assimilation process of new employees. Research and practical implications of these findings are discussed.     

THE ROLE OF AFFECT AND LEADERSHIP DURING ORGANIZATIONAL CHANGE

Based on multilevel data collected at 2 points in time, we examine the role of employees’ affective experiences in shaping their commitment and behavioral responses to both the initial (Time 1) and later (Time 2) phases of organizational change (12 months later). We also test the cross‐level effect of workgroup managers’ transformational leadership on their employees’ responses to change. We find strong support for predicted longitudinal relationships between employees’ affective experiences and their commitment and behavioral responses to change. In particular, employees’ positive and negative affect (NA) at Time 1 significantly predict both their commitment to change and the 3 dimensions (supportive, resistant, and creative) of behavioral responses at Time 2. Further, the effects of NA directly influence employee change commitment and behaviors at Time 2, whereas the long‐term effects of positive affect occur both directly and indirectly through commitment to change at Time 1. Finally, our results support the hypothesized role of workgroup managers’ transformational leadership in shaping employees’ affective reactions and commitment to change at the initial phase of change and thereby, their subsequent behavioral responses in the later phase. We discuss the implications for theory and practice in organizational change.     

THE RELATIONSHIP OF INTERVIEWERs' PREINTERVIEW IMPRESSIONS TO SELECTION AND RECRUITMENT OUTCOMES

Many interviewers must handle the competing demands of assessment and recruitment when conducting interviews. Both interviewers and applicants in a college placement setting provided their perceptions of each other and the interview process. The present study explored possible mediators and moderators of the relationship of interviewers' preinterview impressions of applicants to their postinterview impressions of the same applicants, as well as the effects on recruiting success. Consistent with a process model of the interview (Dipboye, 1982), preinterview impressions were positively related to postinterview impressions. Several other predictions were not supported, however, and suggestions are made for modifications in the process model and directions for future research.     

ORGANIZATIONAL FRUSTRATION: A MODEL AND REVIEW OF THE LITERATURE

A model that describes the effects of frustration on individual behavior in organizations is presented. Included is a discussion of the definitional problems with the frustration construct as well as a brief overview of laboratory research. This research is used to develop a model of organizational frustration and its behavioral effects, including increased and decreased job performance, organizational aggression (e.g., sabotage, strikes, work slowdowns, and stealing), absenteeism and turnover. Supporting evidence is supplied by the few studies which have investigated frustration in field and simulated organizational settings. Finally, frustration is shown to provide an alternative explanation to the effects of job dissatisfaction, inequity and participation in organizational change.     

THE ORIGINS AND ACTIVITIES OF APA's DIVISION OF THE PSYCHOLOGY OF WOMEN

The activities of APA's Division of the Psychology of Women are traced from the origins of the Division in 1973 to the present. Division 35 evolved in response to pressures relating to the status of women in psychology as well as concerns about the content and practice of the psychology of women. The Division has fostered significant research on the psychology of women, been an important organizing base for women psychologists in their quest for visibility and influence, and provided institutional sup-port for issues of diversity in psychology and society.     

组织文化、组织文化吻合度与员工的组织公民行为

以中国普通员工为被试,考察了组织文化、组织文化吻合度与员工组织公民行为(OCB)之间的关系.结果发现: (1)不同年龄、不同类型企业员工的OCB存在显著差异,但在性别、教育水平方面没有差异; (2)不同取向的组织文化对员工不同层面的OCB具有不同的预测作用.具体而言.组织文化对社会层面OCB的预测作用较强;就单一取向的组织文化来看,人本与创新取向的组织文化对OCB的预测作用最强; (3)在组织文化影响员工组织公民行为时,组织文化吻合度具有一定的调节作用,这种调节作用在人本与创新取向以及规范与安定取向的组织文化影响OCB时表现更加明显.     

UNDERSTANDING REACTIONS TO JOB REDESIGN: A QUASI-EXPERIMENTAL INVESTIGATION OF THE MODERATING EFFECTS OF ORGANIZATIONAL CONTEXT ON PERCEPTIONS OF PERFORMANCE BEHAVIOR

Redesigning jobs from a traditional workgroup structure to a semi-autonomous team structure has become increasingly popular, but the impact of such redesigns on employee effectiveness criteria has been mixed. The present longitudinal quasi-experimental study showed that although such a redesign had positive effects on 3 performance behaviors (effort, skill usage, and problem solving), its effectiveness also depended on aspects of the organizational context. In conditions where the organizational reward and feedback and information systems were effective, redesigning work into a semi-autonomous team structure had no discernible effect on performance behaviors. In conditions where these systems were poor, however, such a redesign produced large positive benefits. This suggests that work redesigns that enhance worker autonomy are most effective in contexts where other supportive management systems are absent.     

新员工期望与组织社会化早期适应的关系

以天津市、浙江省和山东省9家企业2008年7月入职的205名新员工为被试,采用纵向研究设计,在新员工进入企业时和进入企业三个月后分别测量新员工期望和组织社会化近端结果(任务掌握、角色清晰、组织理解和社会整合),考察了新员工期望与组织社会化早期的适应的关系。结果显示:"工作—舒服期望"分别与新员工角色清晰和任务掌握、社会整合存在显著正相关,"工作—责任期望"分别与新员工任务掌握和组织理解正相关。研究结果没有支持新员工期望与适应的关系遵循"特异性匹配原则",但从期望的作用角度支持了工作期望是新员工期望最重要的组成部分。     

A FIELD STUDY OF THE RELATIONSHIP BETWEEN THE ORGANIZATIONAL FEEDBACK ENVIRONMENT AND PERFORMANCE

This field study used the Job Feedback Survey (Herold & Parsons, 1985) and performance data gathered from multiple sources to examine the relationship between the perceived organizational feedback environment and performance. Regression analyses indicated that, while holding the other feedback variables constant, feedback from supervisory and organizational sources was related to reported job performance while feedback from peers and self was not. Most of the unique variance in performance explained by feedback was also accounted for by feedback from organizational and supervisory sources. Negative expressions from organizational/supervisory sources (e.g., the supervisor expressing anger, the company communicating dissatisfaction with poor performance) were related to lower performance, and positive job changes initiated by these sources (e.g., increasing responsibility, assignment to special jobs) were related to higher performance. Higher performers did not receive more feedback than lower performers but did receive more total positive feedback. Supplemental issues, possible explanations, and implications of the findings are discussed.     

THE IMPACT OF ORGANIZATIONAL TRAINING LABORATORIES UPON THE EFFECTIVENESS AND INTERACTION OF ONGOING WORK GROUPS

The impact upon four work groups (N= 31) which participated in organizational training laboratory sessions is evaluated in comparison with eight similar groups (N= 60) which did not participate. Criteria were six-factored dimensions, each composed of items gathered from earlier interviews which group members perceived as problems. Significant changes occurred in training groups in the following three dimensions: group effectiveness, mutual influence, and personal involvement. No significant changes occurred in leader approachability, intragroup trust, or in the evaluation of group meetings. The relevance of a work unit participating in training as a total group, rather than each member participating in a separate session, is discussed.     

FAVORABLE IMPRESSION CHARACTERISTICS OF THE RECRUITMENT INTERVIEWER

Students' impressions of campus recruiters influence students decisions on eventual job choice. In this study, the authors attempted to assess the effects of three variables—recruiter's age, recruiter's title, and recruiter's presentation—on students' impressions. A three factor factorial analysis of variance with three separate post hoc tests indicated that recruiter title and recruiter age significantly influenced impressions, while nonfluent presentation may have had a selective influence on impressions.     

SYSTEMS THEORY AND RESEARCH IN THE STUDY OF ORGANIZATIONAL COMMUNICATION: THE CORRESPONDENCE PROBLEM

The principle of correspondence specifies that a necessary condition for the acquistion of valid scientific knowledge is that correctly applied analytic techniques be inherently capable of revealing the theoretical properties under examination. The problem raised in the present paper is whether traditional analytic techniques are capable of providing evidence for or against systems hypotheses, no matter how well they are employed. Traditional univariate as well as multivariate and structural equation analytic techniques are examined to determine the extent to which they are capable of revealing two selected properties: feedback and holism. The general problem of correspondence is discussed and recommendations are offered for correspondence analysis for (1) other conceptualizations of systems, (2) other systems properties, and (3) other analytical techniques.