Repression-sensitization and emotion control

The internal structure of the Repression-Sensitization (R-S) Scale was examined by means of factor analysis. Following a scree test, four factors were extracted: lassitude/depression, extraversion/confidence, guilelessness/trust, and emotional lability. Concurrent validation using the Emotion Control Questionnaire and the Eysenck Personality Inventory showed that the factors extracted from the R-S Scale were related in predictable ways to existing personality constructs, but the results argue against the use of the overall R-S score as an index of emotional response style.     

Influence of a Cross-Cultural Training Course on Racial Identity Attitudes of White Women and Men: Preliminary Perspectives

The authors examine the influence of cross-cultural training on the racial identity attitudes of 35 White graduate counselors in training (10 men and 25 women) and the impact of gender on training. A pretest-posttest comparison of responses to the White Racial Identity Attitudes Survey (WRIAS) was used. Results indicated that the cross-cultural training course (a) influenced racial identity attitudes of White counselors in training and (b) racial identity attitudes were influenced by gender.     

Career change and congruence of personality type: An examination of DOT-derived work environment designations

Holland's theory of congruence of work environments was examined by analyzing the career redirection of 62 men of managerial and professional level who changed occupations between the ages of 33 and 54. Three-letter personality codes for each subject were obtained by administering the Strong-Campbell Interest Inventory. Dictionary of Occupational Titles codes for first and second occupation were obtained and then translated into Holland codes. These were compared to the personality code for each man to determine whether the first or second job was more congruent. It was found that 26 men changed to careers more congruent with their personality, 25 to careers less congruent, and 11 made no change. The results of the study do not lend support to Holland's theory, probably because of the imprecision of DOT categories for research purposes. The need for a more reliable means for coding work environments is discussed.     

Interviewer evaluations of interviewee nonverbal behavior

Personnel representatives (N = 52) were shown one of four videotaped job interviews in which the verbal content of the 16-min interview was identical, but the interviewee's nonverbal behavior was manipulated. A “low nonverbal” interviewee was defined by minimal eye contact, low energy level, lack of affect and voice modulation, and a lack of speech fluency. The “high nonverbal” interviewee demonstrated the opposite behavior on each of these components. The subjects were asked to rate the videotaped candidates on dimensions previously identified as critical in influencing a job interviewer's decisions. Nonverbal behavior was found to have a significant effect on almost every rating made by subjects in this study. After reviewing the entire 16-min interview, 23 of the 26 subjects who saw the “high nonverbal” candidate would have invited him/her for a second interview. All 26 of the subjects who saw the “low nonverbal” candidate would not have recommended a second interview.     

Relationships between perceptions of organizational size and the organizational choice process

Expectancy theory concepts were used to predict (a) the attractiveness of, (b) the amount of effort directed toward entering, and (c) the eventual choice of a job in relatively big and small work organizations. It was found, among a group of graduating seniors from a technical college, that antecedent perceptions regarding organizational size (expectancy, valence, instrumentality) were significantly related to the relative attractiveness of different-sized organizations and the number of job interviews taken with relatively big and small companies. In addition, economically tied extrinsic outcomes were seen as more readily attainable in big organizations, whereas certain intrinsic outcomes were perceived to be more easily obtained in small organizations.