Personal Responsibility for Tornado Preparedness: Commitment or Choice?1

A review of the literature reveals that personal responsibility assumed for one's behavior clearly affects behavioral outcomes for a variety of situations, and that personal responsibility is in turn affected by a wide variety of variables. However, limited research has been conducted to determine exactly what personal responsibility fundamentally entails. While duty, moral obligation, choice, and commitment have been suggested as being integral to the concept of responsibility, few investigations have systematically varied more than one of these variables in a single experiment. The present study was conducted to investigate the effects of both choice and commitment on personal responsibility assumed for and behavioral intentions to engage in tornado preparedness. Results indicate that both choice and commitment were required to generate personal responsibility for and subsequent intentions to engage in tornado preparedness. Implications of these results are discussed.     

Student Development Studies: A Review of Published Empirical Research, 1973–1987

This study is a review of 27 published empirical research articles from 1973–1987 that discuss the implementation and evaluation of theory-based student development intervention programs. While findings show that some student development programs have a positive effect, the total amount of empirical research is meager.     

RELATIONSHIPS BETWEEN GRADUATE TRAINING, PROFESSIONAL AFFILIATION, AND INDIVIDUAL PSYCHOLOGICAL ASSESSMENT PRACTICES FOR PERSONNEL DECISIONS

Survey data on 321 psychologists who conduct individual assessments were analyzed to compare practices and opinions of those with differing graduate training (I/O or non-I/O) and professional affiliation (SIOP or non-SIOP). Differences in practice on the basisof training and affiliation occur in licensing, types of assessments conducted, specific testing instruments used, and knowledge of legal guidelines governing selection practices. However, when purpose of assessment was controlled for by examining only managerial selection assessments, few practice differences related to training and affiliation emerged. Implications for the training of individual assessors are discussed, and several practice variations warranting further research are presented.     

THE EFFECTS OF PERCEIVED SYSTEM KNOWLEDGE ON THE AGREEMENT BETWEEN SELF-RATINGS AND SUPERVISOR RATINGS

The viability of self-assessment in the performance appraisal process has been the focus of recent work. Although some contend that self-appraisals can be beneficial, the consistent finding of lenient and inaccurate self-ratings has led others to discount and doubt their usefulness. Recent research (Farh & Dobbins, 1989a,b) has investigated the influence of a variety of factors in improving the accuracy of self-ratings. The present study was conducted to examine the effect of perceived system knowledge (PSK) on the discrepancy between self- and supervisor ratings. Seventy-three employees of two banking institutions participated by completing a questionnaire on their perceived knowledge of the performance appraisal system. The results of moderated regression analyses suggest that the level of knowledge did in fact influence the agreement among subordinates and supervisors. Self-ratings were more congruent with supervisors'ratings when the subordinates reported high levels of perceived system knowledge. Implications of these findings for organizations and areas for future research are discussed.     

STATISTICAL POWER AND COST IN TRAINING EVALUATION: SOME NEW CONSIDERATIONS

Two ways to reduce the costs of training evaluation are examined. First, we examine the potential for reducing the costs of training evaluation by assigning different numbers of subjects into training and control groups. Given a total N of subjects, statistical power to detect the effectiveness of a training program can be maximized by assigning the subjects equally to training and control groups. If we take into account the costs of training evaluation, however, an unequal-group-size design with a larger total N may achieve the same level of statistical power at lower cost. We derive formulas for the optimal ratios of the control group size to the training group size for both ANOVA and ANCOVA designs, incorporating the differential costs of training and control group participation. Second, we examine the possibility that using a less expensive proxy criterion measure in place of the target criterion measure of interest when evaluating the training effectiveness can pay off. We show that using a proxy criterion increases the sample size needed to achieve a given level of statistical power, and then we describe procedures for examining the tradeoff between the costs saved by using the less expensive proxy criterion and the costs incurred by the larger sample size.