APPLICATIONS OF MODERATED REGRESSION IN JOB DESIGN RESEARCH

Applications of moderated regression analysis in five areas of job design research are described and fully illustrated with actual survey data. The five areas of research have received some attention in the literature over the past 10 years. Arguments for the selection of moderated regression over the more common subgroups analysis are presented. We conclude that moderated regression analysis is superior to a subgroups analysis for the research questions being asked by investigators interested in job design research.     

Transactionalism and the coordinator of pupil personnel services

The transactional style of leadership is proposed as a method of operation for the coordinator of pupil personnel services, and Getzels and Guba's view of social behavior is used as the theoretical framework for the discussion. Two important factors affecting the coordinator's role are reviewed: the bureaucratic structure of the educational system and the roles of various pupil personnel specialists. Use of superordinate goals is suggested as being congruent with the transactional style of leadership.     

Structure, Self-Regulating Sequences, and Institutional Third Parties in Therapy: The Veterans Administration as a Model

This article examines the structural organization and sequences of interaction among therapists, institutions, and patients and their families that contribute to the problem of institutional dependence. Our contention is that when patients have become dependent on an institution for the livelihood and/or for the stability it represents, they are only one part of a systemic relationship characterized structurally by enmeshed boundaries, and sequentially by self-regulating feedback loops. We use this premise to outline the nature of the enmeshed transactions in patient-therapist, patient-institution, and therapist-institution relationships. Family interfaces with this triad are also addressed. Sequentially, we outline the interactions among patient, family, therapist, and institution that lead to hierarchical incongruities. These sequences tend to produce self-regulating feedback loops that perpetuate and maintain the structure of the system and its patterns of interaction. The final part of this article demonstrates how we strategically use a therapy team to manipulate the hierarchical incongruities and, hence, the recursive complementarity, that characterize the interactions between and among the members of this suprasystem. Besides manipulating the role of the therapist through team intervention, we also present several paradoxical and structural interventions that have been helpful when institutions have become third parties to therapy.     

FURTHER WITHIN-SETTING EMPIRICAL TESTS OF THE SITUATIONAL SPECIFICITY HYPOTHESIS IN PERSONNEL SELECTION

The situational specificity hypothesis in personnel selection holds that variation in observed validity coefficients across studies for the same test and job is due to subtle variations from setting to setting in what constitutes job performance. This hypothesis therefore predicts that, if the setting does not vary, validity will not vary. Using data from a single large-sample validity study ( N = 1,455), this research generated numerous small-sample studies for which the setting (organization, job, test, criterion measure, applicant pool, time period, and sample size) was held constant. It was found that even under these circumstances there was substantial variability across studies in (a) observed validity coefficients, (b) significance levels, and (c) (using traditional data analytic methods) conclusions about the presence or absence of validity. These findings disconfirm the situational specificity hypothesis and argue strongly against traditional data-analytic procedures and the practice of reliance on single small-sample studies. In contrast to the erroneous conclusions produced by traditional data-analytic procedures, meta-analytic methods correctly estimated the population observed validity at .22 and correctly indicated that all between-study variance in observed validities was due to sampling error alone.     

JOB ORIENTATION OF MALES AND FEMALES: ARE SEX DIFFERENCES DECLINING?

Sex differences in job orientation found by Manhardt (1972) were explored to determine if they still exist, or if a trend toward similarity as found in studies on traits and behaviors prevails. Significant sex differences were found on 8 of 25 job characteristics, compared with 11 found by Manhardt. In the original study, factor analysis indicated that males value long-range career objectives while females prefer a comfortable working environment and pleasant interpersonal relationships. This study extracted similar factors which explained twice the variance found in the original. However, sex differences on factor preference were mixed. Further, results show that males are less homogeneous in their preference than are females, a complete reversal of results found previously. Implications for personnel managers in handling differences on job orientation of males and females are discussed.