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.     

Environmental structure and the perceived similarity-satisfaction relationship: Traditional and alternative schools1

The relationship between perceived self-environment similarity and satisfaction with the environment was tested in two differing kinds of organizational structures. It was hypothesized that the perceived similarity-satisfaction relationship was mediated by the salience or importance of the particular reference group involved. Two kinds of public high schools—traditional and alternative—were selected as examples of organizations where the same reference groups (e.g., teachers and students) play differentially salient organizational roles. Using a semantic differential technique, 46 traditional school students and 40 alternative school students rated various reference groups and school satisfactions. Differing patterns of perceived similarity and satisfaction found in the two schools support the notion that organizational structure—as embodied in organizational roles—causes the perceived similarity-satisfaction relationship to be different in different settings. The relationship of the findings to prior research is discussed and the importance of evolving more sophisticated notions of person-environment relationships is stressed.     

Perceived sex differences in managerially relevant characteristics

A national sample of 884 male managers completed a survey of managerially relevant perceived sex differences. Females were rated lower on the following scales: (a) aptitudes, skills, and knowledge; (b) motivation and job interest; (c) temperament; and (d) work habits and attitudes. Moreover, lower ratings of women were prevalent among males in a variety of jobs, organizations, and industries.