Career stages: A partial test of Levinson's model of life/career stages

This study purports to test a theory of life and career stages developed by Daniel Levinson and his associates. The theory suggests four distinct stages between ages 20 and 45 each with their own developmental tasks and related behaviors and attitudes. Subjects (759 managerial, professional, and technical employees) were selected randomly from levels and departments of a major public sector employer in the midwest United States. The measure of career stage asked respondents to indicate whether they had passed through, were still in, or had not yet reached each stage as operationalized by a short vignette. Attitudinal and behavioral measures were abstracted from previously developed instruments. Only moderate support for the theory was found with little or no evidence to support the age-linked notion of these stages. Stages were found to be discriminable in terms of certain attitudes (upward mobility, career and overall job satisfaction, and job commitment) as predicted. Suggestions are given for improvements in measurement, research design, and theory refinement.     

CULTURAL VARIATION IN PROBABILISTIC THINKING: ALTERNATIVE WAYS OF DEALING WITH UNCERTAINTY*

This study reviews research on cultural differences in “probabilistic thinking” and presents some intra- and inter-cultural findings. Strong differences are shown to exist between people raised under Asian and British cultures on measures of this ability. These differences were found to out-weigh any influence of subculture, religion, occupation, arts/science orientation and sex. Generally, Asians were found to adopt a less finely differentiated view of uncertainty both numerically and verbally than did the British sample. Numerical probabilities assessed by the Asians were more extreme and less realistic than those assessed by the British sample. Possible antecedents of these differences are outlined, and cultural differences in probabilistic thinking are shown to be compatible with decriptions of cultural differences in business decision making. It is argued that there are qualitative cultural differences in ways of dealing with uncertainty.     

Rational stage-directed therapy: A cognitive experiential system using hypnosis,imagery, cognitive restructuring,and developmental staging

Conclusion Although RSDT is a relatively new form of therapy, we believe there is reason for great optimism regarding the efficacy of the RSDT model. Communications from our colleagues using the model in a variety of settings have been very favorable. We believe the experimental studies that have been conducted on the RSDT model demonstrate that it has generated significantly better outcomes when compared with other therapeutic models and those results obtained from no therapy controls. We think the effectiveness of RSDT has been admirably demonstrated through comprehensive research designs In comparison with outcome studies conducted on other forms of therapy. We look toward the future with optimism as more practitioners begin to use the RSDT model and additional evaluation studies are conducted.     

The relative efficacy of simulation experiments

A complex in-basket simulation and a paper-and-pencil scenario experiment were used to study relationships between organizational leadership and gender. Separate samples completed identical attitude instruments in the independent studies. Analysis revealed that substantially more of the total variance was accounted for in the simulation study than in the scenario investigation. Also, more overt, gender-based responses were observed in the scenario study. It was concluded that social simulation may tap a deeper level of psychological process and may elicit more subject involvement than typical experimental methods. Thus, the more complex procedures of the simulation, as compared to those of a typical method such as a scenario study, are justified in the study of organizational behavior.     

Autonomous work group selection

The history of selecting office employees and autonomous work group employees is discussed. This study demonstrates the implementation of autonomous work group procedures with office/clerical employees. A selection model is developed advocating the use of skill, personality, and cognitive-based tests.