A SURVEY OF INDIVIDUAL ASSESSMENT PRACTICES BY I/O PSYCHOLOGISTS

Individual assessment, defined as one psychologist making an assessment decision for a personnel-related purpose about one individual, was the focus of a survey of a segment of the Division of Industrial and Organizational Psychology of the American Psychological Association. A response rate of 31.6% was obtained. The responses of 163 individuals who conduct individual assessment to questions about their practices and of 153 individuals who do not conduct individual assessment to questions concerning their attitudes toward individual assessment were examined. Findings regarding what types of assessment are typically conducted, how methods are chosen, what methods are typically used, how findings are relayed to client organizations and assessees, and how practices are evaluated are reported. Implications for training and practice as well as areas for research are discussed.     

Leisure as a Campus Resource for Fostering Student Development

The author examines the relationship between leisure and college student development and suggests ways in which leisure may be employed as a campus resource fostering student development.     

Interpersonal attraction as a function of extreme gender role adherence

Although gender-specific constructs of hypertraditionality qualitatively differ (e.g., hyperfemininity and hypermasculinity), we view them as analogous constructs that can predict similarity/attraction effects. The similaritylattraction paradigm showed that individuals find attractive the traits in others that are similar to their own traits. We suggest that this effect applies to levels of hypertraditionality, as measured by the hyperfemininity and hypermasculinity personality scales. The studies were conducted to test this hypothesis. We began by manipulating stranger similarity in an attraction experiment. Results showed that similarity of hypertraditionality led to attraction. Women preferred target persons similar to themselves in hypertraditionality. Data from men revealed an unexpected interaction. Low hypermasculine men preferred women similar to themselves in hypertraditionality, yet high hypermasculine men did not distinguish between female strangers based on the stranger's level of hypertraditionality. We then studied dating couples. These couples provided real-world data that supported and expanded the laboratory observations. We found a significant positive correlation between the partners' levels of hypertraditionality. The implications of attraction based on hypertraditionality may provide insights for future studies of relationship formation and maintenance.     

MANAGERIAL FUNCTIONS: AN ALTERNATIVE TO TRADITIONAL ASSESSMENT CENTER DIMENSIONS?

The construct validity of traditional assessment center dimensions was compared with that of a set of alternative constructs based on the functional structure of managerial work. Subjects were 75 middle-level managers in state government who participated in two developmental assessment centers as part of a centralized management development program. One assessment center measured performance in terms of traditional attribute dimensions and the other in terms of functions performed in managerial work. Results show that evidence for construct validity is weak for both sets of constructs.     

ORGANIZATIONAL FRUSTRATION: A MODEL AND REVIEW OF THE LITERATURE

A model that describes the effects of frustration on individual behavior in organizations is presented. Included is a discussion of the definitional problems with the frustration construct as well as a brief overview of laboratory research. This research is used to develop a model of organizational frustration and its behavioral effects, including increased and decreased job performance, organizational aggression (e.g., sabotage, strikes, work slowdowns, and stealing), absenteeism and turnover. Supporting evidence is supplied by the few studies which have investigated frustration in field and simulated organizational settings. Finally, frustration is shown to provide an alternative explanation to the effects of job dissatisfaction, inequity and participation in organizational change.