PREDICTING NAVY EFFECTIVENESS: EXPECTATIONS, MOTIVATION, PERSONALITY, APTITUDE, AND BACKGROUND VARIABLES

The purpose of this study was to identify predictors of performance within seven Navy occupational groups. Life history, expectations, motivation, personality, and aptitude variables were used as predictors of a 2-year effectiveness criterion for 7,923 enlisted Navy men and women. Results of multiple regression analyses showed that the most powerful predictors included: years of schooling, school expulsions and suspensions, the two Comrey Personality Scales of Social Conformity and Orderliness, arrests, age, General Classification Test (aptitude), and Peer Cohesion (expectations). Comparisons across groups indicated that the development of separate equations for each occupation was not supported. Recommendations were made to improve selection procedures and to change several aspects of the organization, suggestions which would be expected to increase rates of effective performance.     

A LONGITUDINAL STUDY OF THE IMPACT OF CHANGES IN GOAL SETTING ON EMPLOYEE SATISFACTION1

Two hundred and forty-five working level scientists and engineers participated in a longitudinal study in which their managers had been trained in a Management by Objectives program. Subjects completed two questionnaries, the latter being completed 21 months after the first designed to assess perceptions of their managers' goal setting behavior along four dimensions derived using factor analytic procedures (Goal Clarity and Planning, Subordinate Freedom, Feedback and Evaluation, Participation in Goal Setting) and their reported intrinsic, extrinsic and total satisfaction. Dynamic correlations (Vroom, 1966) were computed between changes in the goal setting factors and changes in the satisfaction variables and significant positive relationships were observed. In addition, results indicated that job task (research vs. development) demonstrated a moderating influence on the goal setting-satisfaction relationships. An unexpected finding was that there was a significant decrease in perceived managerial behavior on the Goal Clarity and Planning factor over the 21 months. However, a significant increase occurred on the Feedback and Evaluation factor. Since no control group was available for comparison, little can be said about whether these changes were a result of the MBO program. Significant differences between the development and the research subjects were also observed on two of the goal setting factors.     

Attribution Retraining as a Structured Group Counseling Intervention

The efficacy of attribution retraining as a structured group counseling intervention was tested. Participants were classified as having either an adaptive or nonadaptive attributional style. Three groups of participants were then created: Adaptive Group, Nonadaptive Group, Treatment Group (nonadaptive attributional style participants who received treatment involving attribution retraining). Results indicated that participants in the Treatment Group made relatively more adaptive attributions (similar to the adaptive Group) for an experimentally induced uncontrollable failure and reported lower levels of depressive mood than the Nonadaptive Group. Results are discussed as providing partial support for the efficacy of attribution retraining as a structured group counseling intervention.     

Who Are the Handicapped?

Counselors and psychologists are increasingly involved with handicapped persons. The definition of various handicapping conditions is a major source of professional concern—what constitutes a disability and in what way(s) it impairs academic, social, or occupational functioning changes in relation to several variables. The more common and widely accepted categories of disability are intended to provide the reader with a basis for better understanding of the articles in this issue.     

PREFERENCE FOR MOTIVATOR AND HYGIENE FACTORS IN A HYPOTHETICAL INTERVIEW SITUATION: FURTHER FINDINGS AND SOME IMPLICATIONS FOR THE EMPLOYMENT INTERVIEW

Managers, supervisory personnel, clerical workers, and high school students were administered questionnaires which asked them to indicate whether or not they would discuss various work-related factors if they were applicants in an employment interview situation. A systematic tendency was found for respondents to prefer to discuss "motivators" as opposed to "hygiene factors" as characteristics they would seek in a new job, or as reasons for dissatisfaction with a previous one. Responding to a modified version of the questionnaire, twenty professional employment interviewers indicated that it is in fact wise to emphasize motivators and deemphasize hygiene factors if the applicant's intent is to maximize the likelihood of being offered a job.     

THE PRICE OF VIRTUE

Abstract:   Aristotle famously held that there is a crucial difference between the person who merely acts rightly and the person who is wholehearted in what she does. He captures this contrast by insisting on a distinction between continence and full virtue. One way of accounting for the important difference here is to suppose that, for the genuinely virtuous person, the requirements of virtue "silence" competing reasons for action. I argue that the silencing interpretation is not compelling. As Aristotle rightly saw, virtue can have a cost, and a mark of the wise person is that she recognizes it.