ANALYSIS OF WORK GROUP PRODUCTIVITY IN AN APPLIED SETTING: APPLICATION OF A TIME SERIES PANEL DESIGN

We provide a demonstration of a time series panel analysis applied under typical field research conditions characterized by (a) a small number of groups (b) all of which experience an intervention (thus there is no traditional control group), and (c) perform noncomparable tasks. The time series techniques allow a direct test of Naylor, Pritchard, and Ilgen's (1980) theory of behavior in organizations applied to work group productivity in a large-scale study of work groups conducted by Pritchard and colleagues (1989). The responses of 5 work groups to priority scores for 37 indicators of productivity over 23 months were used to predict month-by-month changes in productivity for each of the 37 group products. The results show that group productivity improvements can be explained by feedback including priority scores derived from nonlinear contingency functions of the productivity indicators. Furthermore, groups differed in their response to priority feedback. Goal setting positively affected productivity gain consistently across work groups, after the effects of priority feedback and the interaction of work groups with priority feedback were accounted for. Implications for group performance strategies and appropriate applications of the time series panel analysis are discussed.     

The predictive capacity of the MMPI-2 and PAI validity scales and indexes to detect coached and uncoached feigning

The objective of this study was to examine the relative effectiveness of the Minnesota Multiphasic Personality Inventory-2 (MMPI-2) and the Personality Assessment Inventory (PAI) validity scales and indexes to detect malingering. Research participants were either informed (coached) or not informed (uncoached) about the presence and operating characteristics of the validity scales and instructed to fake bad on both the MMPI-2 and PAI. The validity scale and index scores produced by these research participants were then compared to those scores from a bona fide sample of psychiatric patients (n = 75). Coaching had no effect on the ability of the research participants to feign more successfully than those participants who received no coaching. For the MMPI-2, the Psychopathology F scale, or F(p), proved to be the best at distinguishing psychiatric patients from research participants instructed to malinger, although the other F scales (i.e., F and Fb) were also effective. For the PAI, the Rogers Discriminant Function index (RDF) was clearly superior to the other PAI fake-bad validity indicators; neither the Negative Impression Management scale nor Malingering Index were effective at detecting malingered profiles in this study. Overall, RDF proved to be marginally superior to F and F(p) in distinguishing MMPI-2 and PAI protocols produced by research participants asked to malinger and psychiatric patients. Both the RDF and the F and F(p) scales, however, were able to increase the predictive capability of one another.     

Validation of the dimensional factor structure of the personality psychopathology five in clinical and nonclinical samples

Confirmatory factor analysis (CFA) was used to determine whether the latent structure underlying the items composing the MMPI-2 Personality Psychopathology Five scales (PSY-5; Harkness, McNulty, & Ben-Porath, 1995) is representative of the theoretical model that informed their construction. Results from the CFA revealed a good fit between the hypothesized five-factor model and the obtained latent factor structure in both clinical (n = 284) and nonclinical (n = 351) samples. Moreover, the PSY-5 model proved to be a better fit than a random five-factor model and a one-factor model. Correlations between the PSY-5 scales and a set of MMPI-2 (DSM-IV) personality disorder scales provided additional evidence of convergent and discriminant validity.     

PERSONALITY AND COGNITIVE ABILITY AS PREDICTORS OF JOB SEARCH AMONG EMPLOYED MANAGERS

Research on employee job search and separation traditionally focuses on situationally specific variables. Such variables may change with particular employment situations (e.g., job tenure, salary, perceived organizational success), they may be differentially relevant to work situations over time (e.g., education), or may reflect individual reactions to particular work situations (e.g., job satisfaction). More enduring individual characteristics, particularly personality and cognitive ability, may affect job search in consistent ways across different situations, but to date we have little empirical research on those effects. The present study extends traditional job search investigations by incorporating these two enduring individual characteristics–personality and cognitive ability. The value of these two enduring individual characteristics, in predicting job search, is then tested on a sample of U.S. executives. Cognitive ability as well as the personality dimensions of Agreeableness, Neuroticism, and Openness to Experience related positively to job search. These effects remained even in the presence of an array of situational factors previously shown to affect search. The relationship between Extroversion and job search became significant and positive in the presence of situational factors, particularly job satisfaction. Implications for future research and practice are discussed.     

THE BEST AND THE REST: REVISITING THE NORM OF NORMALITY OF INDIVIDUAL PERFORMANCE

We revisit a long‐held assumption in human resource management, organizational behavior, and industrial and organizational psychology that individual performance follows a Gaussian (normal) distribution. We conducted 5 studies involving 198 samples including 633,263 researchers, entertainers, politicians, and amateur and professional athletes. Results are remarkably consistent across industries, types of jobs, types of performance measures, and time frames and indicate that individual performance is not normally distributed—instead, it follows a Paretian (power law) distribution. Assuming normality of individual performance can lead to misspecified theories and misleading practices. Thus, our results have implications for all theories and applications that directly or indirectly address the performance of individual workers including performance measurement and management, utility analysis in preemployment testing and training and development, personnel selection, leadership, and the prediction of performance, among others.     

Unrecognized Posttraumatic Stress Disorder as a Treatment Barrier for a Gang-Involved Juvenile Offender

This study examines the case of GH, an 18-year-old Latino male participating in an employment-based delinquency intervention for gang-affiliated youth. Although postintervention measures revealed that GH showed gains on key outcomes (i.e., delinquency, employment), he experienced sporadic treatment setbacks (e.g., work absenteeism, fighting) that disrupted his progress. A comprehensive psychological assessment suggested that his aggressive, illegal behavior and difficulty maintaining employment could have been influenced by previously undiagnosed posttraumatic stress disorder (PTSD). Excerpts from counseling sessions illustrated how reactive aggression, hypervigilance, sleep disruptions, and emotional numbing could have interfered with treatment gains and ultimately contributed to GH's re-arrest. Implications for early, accurate identification of PTSD in delinquency interventions for gang youth are discussed.     

Concealing negative evaluations of a romantic partner's physical attractiveness

Two studies provided evidence that people hide their negative evaluations of their romantic partner's physical attractiveness. This pattern was found using self‐reports of concealment (Study 1) and a behavioral observation measure (Study 2). Participants who engaged in this deception also exhibited elevated speech disfluencies, which is a deception cue. Moderators of concealment were examined. Concealment was especially pronounced for participants high in care for the partner's welfare (Studies 1 and 2), low in commitment (Studies 1 and 2), and high in attractiveness ideals (Study 2). Results suggest that people use deception to regulate their romantic partner's feelings, but that long‐term orientation or desire to maintain closeness may curtail use of this strategy.