DO PEOPLE MAKE THE PLACE? AN EXAMINATION OF THE ATTRACTION-SELECTION-ATTRITION HYPOTHESIS

This study tests the hypotheses that (1) congruence between internal need states and external environments drives the organizational-choice process and (2) those attracted to particular organizations are more homogeneous than the applicant pool in general. Subjects were evaluated on 14 needs using the Jackson Personality Research Form. They then viewed two video-taped segments of simulated campus interviews to gain information about two distinct types of organizational reward systems. The interview segments entered the discussion in progress to avoid any reference to a particular job that might introduce an occupational confound. Subjects received job offers from both organizations and were asked to indicate which of the two organizations they found more attractive by accepting one of the offers. Analysis of variance results indicated only weak support for the congruency hypothesis. Differences were observed in nAch between the groups of subjects attracted to each organization. No differences were found for any of the other need strength measures. This suggests that the subjects attracted to the different organizations were substantially similar. Hierarchial factor analysis of the PRF has suggested a six-factor structure that appears consistent with the second-order factors from other respectable personality measures. This suggests that the second-order solution may be a parsimonious mapping of the personality domain and may therefore be more relevant in testing these hypotheses. The analysis was repeated using these dimensions. The results suggest that work force homogeneity may be more complex than originally considered. Implications for the homogeneity hypothesis are discussed, and suggestions for further study of this concept are offered.     

Employment in Care-Giving Jobs for Mentally Disabled Young Adults: A Feasibility Study

The authors describe a study of the feasibility of employing mildly mentally retarded persons as care givers in a day care center.     

A HIERARCHICAL CONSTRUCT OF SELF-MANAGEMENT LEADERSHIP AND ITS RELATIONSHIP TO QUALITY OF WORK LIFE AND PERCEIVED WORK GROUP EFFECTIVENESS

This study validates the self-management leadership theory as operationalized by the Self-Management Leadership Questionnaire (Manz & Sims, 1987) in a large telephone company. The sample for this study is 390 self-managing and 412 traditionally managed employees and 94 external leaders from 58 self-managing and 60 traditionally managed teams. Results support Manz and Sims' 6-factor pattern at the first-order level, and in addition, identify a common second-order factor. The hierarchical factor structure is invariant in employee and leader samples drawn from both self-managing and traditionally managed work teams, suggesting that the construct of self-managing leadership is similar for members and leaders of both types of teams. Respondents perceive slightly more self-management leadership behaviors in the self-managing than the traditional work teams. Respondents evaluate self-managing work teams as more effective than traditional work teams, and this difference is moderate in size. Self-managing leadership behaviors are positively associated with QWL (mainly employee satisfaction) and self-rated effectiveness for both self-managing and traditional teams. In general, self-managing work teams are not that different from traditionally managed groups in the relationship of self-managing leadership to outcomes. We conclude that self-management leadership is a hierarchical concept, constituted of specific strategies as well as a general orientation toward empowering employees. These leadership behaviors are applicable to managing both traditional and self-managing work teams.     

A META-ANALYSIS OF THE RELATIONS AMONG TRAINING CRITERIA

An augmented framework for training criteria based on Kirkpatrick's (1959a, 1959b, 1960a, 1960b) model divides training reactions into affective and utility reactions, and learning into post-training measures of learning, retention, and behavior/skill demonstration. A total of 34 studies yielding 115 correlations were analyzed meta-analytically. Results included substantial reliabilities across training criteria and reasonable convergence among subdivisions of criteria within a larger level. Utility-type reaction measures were more strongly related to learning or on-the-job performance (transfer) than affective-type reaction measures. Moreover, utility-type reaction measures were stronger correlates of transfer than were measures of immediate or retained learning. These latter findings support recent concurrent thinking regarding use of reactions in training (e.g., Warr & Bunce, 1995). Implications for choosing and developing training criteria are discussed.     

EFFECTS OF RATER TRAINING AND PARTICIPATION ON COGNITIVE COMPLEXITY: AN EXPLORATION OF SCHNEIER'S COGNITIVE REINTERPRETATION

Schneier (1977) proposed that rater cognitive complexity interacts with format to affect the psychometric soundness of ratings. He also speculated that cognitive complexity may be enhanced by having raters participate in training and/or scale construction programs. This study was designed to test these latter hypotheses, while also providing a partial replication of Schneier's original research. Ninety-six undergraduate students were assigned to four groups. One participated in the construction of a set of BARS and was trained in their use, a second participated in BARS construction only, a third received training only, and the fourth served as a control group. All subjects were administered a measure of cognitive complexity before and after the experimental treatments. Also, all subjects evaluated five simulated ratees using the BARS. A training × participation (2 × 2) ANOCOV indicated no change in cognitive complexity scores as a result of the experimental treatments. A training × participation × (nominalized) cognitive complexity (2 × 2 × 2) MANOVA on mean ratings for the five stimuli found no effects on leniency error. A similar MANOVA on variances of ratings provided little evidence for effects on halo error. These results, taken in conjunction with those of other investigators who have failed to replicate Schneier's findings, suggest that the cognitive reinterpretation should be accepted with caution at best.     

Going to Work: A Challenging Time for Single Mothers

This article describes the problems of single mothers who have to return to work. Factors that cause stress to the parent-child relationship are discussed. Some guidelines for meeting the challenges of being a single parent are proposed.     

Helping the Environment Help the Client: A Sequenced Change Process

Counselors, often restricting themselves to individual, in-the-office help, are here encouraged to increase their repertoire of skills to include the effective use of environmental change processes. The complexities of a client's existing environment make its analysis an awesome task. One effective way to assist clients is through the Systems Analysis and Organizational Change model that is presented. This procedure describes the principal environmental factors to be considered and alternative actions that might be taken. The mode can be used by counselors in schools, agencies, and institutions.     

A Study on Maintaining Workshop Impact for Employment Counselors

It is the authors' belief that the skills or knowledge acquired in short-term educational experiences are often rapidly washed-out after returning to a work environment. This article describes an attempt to maintain the skills of employment counselors after they return from a workshop setting to their work environment.