KORSGAARD'S REJECTION OF CONSEQUENTIALISM

Abstract: In her recent book Self‐Constitution: Agency, Identity, and Integrity, Christine Korsgaard does a wonderful job developing her Kantian account of normativity and the rational necessity of morality. Korsgaard's account of normativity, however, has received its fair share of attention. In this discussion, the focus is on the resulting moral theory and, in particular, on Korsgaard's reason for rejecting consequentialist moral theories. The article suggests that we assume that Korsgaard's vindication of Kantian rationalism is successful and ask whether, nonetheless, her account is consistent with consequentialism. It suggests further that we grant that moral reasons are not based on substantive principles, and that they must instead emerge from the purely formal principles of practical reason. Can consequentialist principles nonetheless emerge from the formal constraints of practical reason? Why can't a consequentialist embrace Korsgaard's account of self‐constitution and normativity?     

DEVELOPING A NOMOLOGICAL NETWORK FOR INTERVIEW STRUCTURE: ANTECEDENTS AND CONSEQUENCES OF THE STRUCTURED SELECTION INTERVIEW

A review by Campion, Palmer, and Campion (1997) identified 15 elements of interview structure and made predictions regarding how applicants and interviewers might react to these elements. In this 2-sample field survey of 812 interviewees and 592 interviewers from over 502 organizations, interview structure was best described by 4 dimensions: (a) Questioning Consistency, (b) Evaluation Standardization, (c) Question Sophistication, and (d) Rapport Building. Interviewers with formal training and those with a selection rather than recruiting focus employed higher levels of interview structure. In addition, reactions to increased structure were mixed. Both higher structure (Question Sophistication) and lower structure (Rapport Building) were positively related to interviewer reactions. Less than 34% of interviewers had any formal interview training. However, interviewers were confident that they could identify the best candidates regardless of the amount of interview structure employed. Applicants reacted negatively to the increased perceived difficulty of structured interviews, but perceptions of procedural justice were not affected by interview structure.     

AN INVESTIGATION OF THE RELATIONSHIP BETWEEN SAFETY CLIMATE AND MEDICATION ERRORS AS WELL AS OTHER NURSE AND PATIENT OUTCOMES

Safety climate has been shown to be associated with a number of important organizational outcomes. In this study, we take a broad view of safety climate—one that includes not only the development and adherence to safety protocols, but also open and constructive responses to errors—and investigate correlates within the health care industry. Drawing on a random, national sample of hospitals, the results revealed that safety climate predicted medication errors, nurse back injuries, urinary tract infections, patient satisfaction, patient perceptions of nurse responsiveness, and nurse satisfaction. As hypothesized, the relationship between safety climate and both medication errors and back injuries was moderated by the complexity of the patient conditions on the unit. Specifically, the effect of the overall safety climate of the unit was accentuated when dealing with more complex patient conditions.     

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.     

THE DIVERSITY–VALIDITY DILEMMA: BEYOND SELECTION—THE ROLE OF AFFIRMATIVE ACTION

Several of the most valid predictors used to make employment decisions create a diversity–validity dilemma ( Pyburn, Ployhart, & Kravitz, this issue, 2008 ). This diversity–validity dilemma can be resolved by (a) reducing adverse impact through a variety of technical steps ( Ployhart & Holtz, this issue, 2008 ) or (b) using affirmative action to increase representation of the disadvantaged groups. This paper focuses on the second approach. The paper begins with a very brief review of the legal bases of affirmative action and a summary of the research on affirmative action attitudes. This is followed with reviews of research on the ongoing existence of workplace discrimination, the economic impact of affirmative action on target groups and organizations, and stigmatization of target group members by others and by target group members themselves. Most problems with affirmative action apply only or primarily to preference-based forms, so nonpreferential approaches to affirmative action are recommended to increase the attraction, selection, inclusion, and retention of underrepresented group members.