TRAIT, RATER AND LEVEL EFFECTS IN 360-DEGREE PERFORMANCE RATINGS

Method and trait effects in multitrait-multirater (MTMR) data were examined in a sample of 2,350 managers who participated in a developmental feedback program. Managers rated their own performance and were also rated by two subordinates, two peers, and two bosses. The primary purpose of the study was to determine whether method effects are associated with the level of the rater (boss, peer, subordinate, self) or with each individual rater, or both. Previous research which has tacitly assumed that method effects are associated with the level of the rater has included only one rater from each level; consequently, method effects due to the rater's level may have been confounded with those due to the individual rater. Based on confirmatory factor analysis, the present results revealed that of the five models tested, the best fit was the 10-factor model which hypothesized 7 method factors (one for each individual rater) and 3 trait factors. These results suggest that method variance in MTMR data is more strongly associated with individual raters than with the rater's level. Implications for research and practice pertaining to multirater feedback programs are discussed.     

The Debate: A Strategic Technique

This paper describes the work of a strategic team that came out from behind the one-way mirror. A debate among the team is enacted before the family as a strategy for change. The case of a family that refused to provide information illustrates an application of this method. The debate among the therapists represents a dilemma that is a strategically constructed isomorph of the family situation. From this position, therapists have the option of changing levels between themselves and the family, asking the family to help solve the therapists' dilemma so that they in turn can be free to help the family. The combination of the debate and the change of levels between the therapists and the family creates a therapeutic neutrality for the family. From their meta position, they observe the therapists' struggle to solve the family's problem, which is re-presented as a problem among the therapists. This perspective offers the family the choice of more adaptive solutions to their own dilemma.     

CHARACTERISTICS OF ORGANIZATIONAL CLIMATE AND PERCEIVED WRONGDOING ASSOCIATED WITH WHISTLE-BLOWING DECISIONS

The potential explanations of why some observers report organizational wrongdoing, whereas others do not, are considered in this study. Nearly 8,600 randomly selected employees of 15 organizations completed questionnaires concerning whistle-blowing. Archival data and aggregate measures of organizational climate were also used. Discriminant analysis revealed that organization members who had observed alleged wrongdoing were more likely to blow the whistle if they had convincing evidence of wrongdoing, if the wrongdoing was serious, and if it directly affected them. Further, where the organization appeared to be dependent on the wrongdoing and threatened retaliation, whistle-blowers were more likely to report it to someone outside the organization. Implications for management practice and suggestions for future research are discussed.     

A CROSS-CULTURAL PLIGHT

The late Dr. Stutterheim, Government Archeologist in Java, used to tell the following story: Somewhat before the advent of the white man, there was a storm on the Javanese coast In the neighborhood of one of the capitals. After the storm the people went down to the beach and found, washed up by the waves and almost dead, a large white monkey of unknown species. The religious experts explained that this monkey had been cast out by the god whose anger was expressed in the storm. The Rajah gave orders that the white monkey from the sea should be kept alive, chained to a certain stone. This was done. Dr. Stutterheim told me that he had seen the stone and that roughly scratched on it in Latin, Dutch, and English were the name of a man and a statement of his shipwreck. Apparently this trilingual sailor never established verbal communication with his captors. He was surely unaware of the premises in their minds which labelled him as a white monkey and therefore not a potential recipient of verbal messages: it probably never occurred to him that they could doubt his humanity. He may have doubted theirs. ¹     

THE EFFECTS OF APPLICANTs' REACTIONS TO COGNITIVE ABILITY TESTS AND AN ASSESSMENT CENTER

Manufacturing applicants' perceptions of two selection devices were examined. In Study 1, applicants ( n = 3,984) completed cognitive ability tests and a survey of reactions. In Study 2, a subset of applicants from Study 1 ( n = 194) participated in an assessment center and completed the survey. Applicants reacted favorably to the procedures but viewed the assessment center as more face valid than the cognitive tests. Applicants who perceived the selection techniques more favorably were also more satisfied with the selection process, the job, and the organization. Although applicants' perceptions of the procedures were related to job acceptance intentions, applicants' liking of the job and organization explained the largest unique variance. In future studies, applicants' job acceptance intentions and attitudes toward the job and organization should be assessed before and after administration of selection devices; not controlling for prior impressions resulted in overestimation of the contribution of applicants' perceptions of selection procedures.     

Educating for Moral Development: Lessons Learned from Experience

Mentkowski reflects upon her own professional development, how Kohlberg influenced the formation of a new kind of educator, and how her current interest in the valuing process of college students and professionals has been shaped.