PRIOR SELECTION CAUSES BIASED ESTIMATES OF STANDARDIZED ETHNIC GROUP DIFFERENCES: SIMULATION AND ANALYSIS

Assessment of standardized ethnic group differences ( d ) on predictors of job performance has become an important issue for applied psychologists. A number of studies have used an experimental design in which the predictor of interest was administered after an initial screening predictor. We examined the influence of prior selection on a first predictor on observed ds for second predictors in multiple-hurdle selection systems. Results of a Monte Carlo simulation indicate observed dson the second predictor are underestimated in the presence of prior selection on another predictor. More important, "downward bias" in observed standardized ethnic group difference is substantial (30-70%) when selection ratios are low, standardized ethnic group differences on the screening predictor are high, and when the first and second predictors correlate above .30. Researchers should consider the influence of range restriction in designing studies of ethnic group differences and comparing ds across predictors, particularly when data are collected under a multiple-hurdle design.     

EXTERNAL REASONS

Abstract: In this article I consider Bernard Williams's argument against the possibility of external reasons for action and his claim that the only reasons for action are therefore internal. Williams's argument appeals to David Hume's claim that reason is the slave of the passions, and to the idea that reasons are capable of motivating the agent who has them. I consider two responses to Williams's argument, by John McDowell and by Stephen Finlay. McDowell claims that even if Hume is right, there might nevertheless be external reasons. Finlay also claims that external reasons exist but, rejecting the connection between reasons and motivation, claims that they don't matter—that is, aren't motivationally significant for the agent whose reasons they are. Although I reject aspects of McDowell's and Finlay's arguments, I argue that external reasons do exist and in particular that any agent has an external reason to satisfy the preconditions of his or her agency.     

Psychological characteristics of Russians

Concerning national characteristics, previous work (Peabody, 1985) had generally shown agreement between student judgements and other information. The Russians were a dramatic exception. New evidence comes from ingroup judgements, where Russians were judged impulse-expressive. This disagrees with earlier outgroup judgements, but agrees with other evidence about Russian national character.     

CONFLICT MANAGEMENT, EFFICACY, AND PERFORMANCE IN ORGANIZATIONAL TEAMS

The study empirically links conflict management literature with research on efficacy and organizational teams. Sixty-one self-managing teams with 489 employees were recruited from the production department of a leading electronic manufacturer. Structural equation analysis supports the model that a cooperative instead of competitive approach to conflict leads to conflict efficacy that in turn results in effective performance as measured by managers. Findings suggest how organizational teams can be prepared to make use of their autonomy to deal with problems and conflicts so that they are productive.     

THE EFFECTS OF ATTRIBUTION AND SOCIAL CONTEXT ON SUPERIORS' INFLUENCE AND INTERACTION WITH LOW PERFORMING SUBORDINATES

Organizations need to create the conditions in which superiors use their power effectively and appropriately, perhaps especially when subordinates are performing inadequately. Ninety undergraduates became managers who interacted with a low performing worker who demonstrated either insufficient ability or motivation. The managers also believed that their goals were cooperatively, individualistically, or competitively linked to the subordinate. Results identify situational variables that moderate superiors' influence. Generally, the social context affected the orientation to the subordinate in that cooperative compared to competitive superiors expected mutual assistance, communicated supportively, and gave assistance. Attribution affected the choice of influence methods and the attitudes of superiors. Superiors used threats and came to dislike the low effort subordinate, but wanted to work again with the low ability subordinate. Cooperation fostered attraction even when the other performed ineffectively, provided the reason was inadequate ability and not inadequate motivation. Evidence also suggests that competition creates a rigid response to the low performing subordinate whereas cooperative supervisors flexibly respond to the specific shortcoming of subordinates.