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ANALYSIS OF WORK GROUP PRODUCTIVITY IN AN APPLIED SETTING: APPLICATION OF A TIME SERIES PANEL DESIGN
JOHN E. SAWYER WILLIAM R. LATHAM ROBERT D. PRITCHARD WINSTON R. BENNETT JR. 《Personnel Psychology》1999,52(4):927-967
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. 相似文献
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PERSONALITY AND COGNITIVE ABILITY AS PREDICTORS OF JOB SEARCH AMONG EMPLOYED MANAGERS 总被引:3,自引:0,他引:3
JOHN W. BOUDREAU WENDY R. BOSWELL TIMOTHY A JUDGE ROBERT D. BRETZ JR. 《Personnel Psychology》2001,54(1):25-50
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. 相似文献
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Interpretation Bias Modification (IBM) is gaining attention in the literature as an intervention that alters cognitive biases and reduces associated symptoms. Forty, primarily college-aged, non-treatment-seeking adults with major depressive disorder (MDD) were randomly assigned to receive either IBM targeting hostile interpretation bias (IBM-H) or a healthy video control (HVC) condition. Compared to those in HVC, participants in IBM-H reported more benign interpretations and fewer hostile interpretations at posttreatment. No difference in depressive interpretation bias was found between groups at posttreatment. IBM-H led to improved anger control at posttreatment and follow-up compared to HVC, though no effects of condition were found on trait anger or depressive symptoms. The IBM-H group perceived their treatment as less credible than the HVC group. For individuals with high expectancy of treatment success, IBM-H led to lower posttreatment depressive symptoms compared to HVC, while findings trended in the opposite direction for those with low expectancy of success. Overall, these preliminary findings point to boundary conditions for the efficacy of IBM protocols for anger and depression and potential improvements to be made to future IBM protocols. 相似文献
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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. 相似文献