ATTRIBUTIONS FOR THE POORLY PERFORMING BLACKJACK DEALER: IN THE CARDS OR INABILITY?

This study examined the effects of task and supervisory experience on causal attributions and recommendations for corrective action following poor performance. One hundred twenty subjects employed in a casino reviewed an evaluation form describing the poor performance of a blackjack dealer in the casino. Subjects included first-and second-level supervisors with task and supervisory experience, dealers with task experience only, and employees with neither task nor supervisory experience. Subjects were told that the dealer being evaluated had 2, 6, or 12 months of task experience. Results indicate that task and supervisory experience did affect attributions to specific causal factors; however, the effects were not consistently in the predicted direction. Specifically, supervisors viewed lack of effort and poor supervision as more important and task difficulty as less important causes of poor performance than did dealers. Subjects without task experience viewed poor work conditions and task difficulty as stronger causes of poor performance than did dealers. Task experience of the ratee interacted with rater task experience such that dealers and controls differed in their attributions for employees with 12 months' experience but did not differ if the ratee had 2 or 6 months' experience. Causal attributions for an employee's poor performance were related to subsequent corrective recommendations.     

A QUANTIFIED APPROACH TO MEASUREMENT OF JOB CONTENT: PROCEDURES AND PAYOFFS1

Procedures used for developing a quantified job analysis system for 1710 exempt employees in a power utility firm are described. Factor analysis of these data yielded 60 job dimensions which were used to describe position and job profiles. These job profiles then served as the basic input into the development of job clusters, defined as jobs at the same organizational level which have similar job content. The usefulness of information in this format for selection, promotion, transfer, compensation and training decisions is discussed.     

LEADERSHIP BEHAVIOR AND EFFECTIVENESS OF BEAUTY SALON MANAGERS

A field study was conducted in a chain of beauty salons to determine how the leadership behavior of salon managers is related to managerial effectiveness. Leadership behavior was measured with a new questionnaire that was filled out anonymously by subordinates. Strong correlations were found between some of the leadership scales and salon profits, sales increase, performance ratings, subordinate satisfaction, and role ambiguity. The results were consistent with managerial role requirements derived from an analysis of the leadership situation.     

OBTAINING VALID PREDICTORS BY MINIMIZING RATING ERRORS IN THE CRITERION1

The correlations between each of five predictors and supervisory ratings of job effectiveness were not significantly different from zero. On the basis of the job analysis that preceded the validation study, the author concluded that the low correlations between each of the five predictors and the criterion were not due to problems inherent in either the tests or the performance appraisal instrument. Rather, it was hypothesized that the low correlations were a result of rating errors made by supervisors. The results of an eight hour training program (Latham, Wexley, and Pursell, 1975) designed to minimize rating errors supported this hypothesis. Four of the five predictors correlated significantly with the performance ratings that were conducted after the supervisors had received the training.     

A MATHEMATICAL STRUCTURE FOR ANALYZING FAIRNESS IN SELECTION1

A model for examining tradeoffs between rate of minority hiring and quality of selectees is presented. Each case is to be defined in terms of the selection ratio, the relation of outcome to predictor within each group, and other parameters. It is shown that, in a representative case, substantial changes in the rate of minority hiring have only small effects on the quality of the work force. How changes in this rate affect indices of adverse impact and other aspects of fairness is also examined.     

RELIABILIST JUSTIFICATION (OR KNOWLEDGE) AS A GOOD TRUTH-RATIO

Abstract:  Fair lotteries offer familiar ways to pose a number of epistemological problems, prominently those of closure and of scepticism. Although these problems apply to many epistemological positions, in this paper I develop a variant of a lottery case to raise a difficulty with the reliabilist's fundamental claim that justification or knowledge is to be analyzed as a high truth-ratio (of the relevant belief-forming processes). In developing the difficulty broader issues are joined including fallibility and the relation of reliability to understanding.     

EFFECTS OF RATER-CONCEPT-SCALE INTERACTIONS AND USE OF DIFFERENT FACTORING PROCEDURES UPON EVALUATIVE FACTOR STRUCTURE

Subjects (N=225) drawn from ten subpopulations were asked to rate nine different concepts on 39 evaluative semantic differential scales plus the “strong-weak” and “fast-slow” scales. Nineteen separate factor analyses (principal factoring with iteration followed by Varimax rotation) were performed for: (1) all subjects rating all concepts, (2–10) all subjects rating each concept, (11) adult males rating all concepts, (12) adult females rating all concepts, (13) college students rating all concepts, (14) nonstudents rating all concepts, (15) fifth grade students rating all concepts, (16) all males rating “Liz Taylor,” (17) all females rating “Liz Taylor,” (18) all males rating “your father,” and (19) all females rating “your father.” Rotated factor loadings greater than .50 are displayed for all analyses. There is little apparent similarity among the factor structures. In addition, oblique (Oblimin) and Quartimax rotations are performed for two of the analyses (all subjects rating “LBJ” and “U.S. Government”). The three rotated factor structures for each concept differ radically.     

VALIDATING SYNTHETIC VALIDATION: COMPARING TRADITIONAL AND SYNTHETIC VALIDITY COEFFICIENTS

We describe a unique application of a synthetic validation technique to a selection system development project in a large organization. Job analysis data were collected from 4,725 job incumbents and 619 supervisors, and were used to identify 11 job families and 27 job components. We developed 12 tests to predict performance on these job components and conducted a concurrent validation study to collect test and job component data for 1,926 incumbents. We created a test composite for each job component and then chose a test battery for each job family based on its relevant job components. Synthetic validity coefficients were computed for each test battery and compared to traditional validity coefficients that were computed within job families with large sample sizes. The synthetic validity coefficient was very close to the within-family validity coefficient for most job families and was within the bounds of sampling error for all job families. Validities tended to be highest when predictors were weighted according to the number of job components to which they were relevant and job component criterion measures were unit weighted.