A TALE OF TWO CLIMATES: DIVERSITY CLIMATE FROM SUBORDINATES' AND MANAGERS' PERSPECTIVES AND THEIR ROLE IN STORE UNIT SALES PERFORMANCE

Applying Zohar's (2000) multilevel model of organizational climate, this study assessed the main and interactive effects of subordinates' and managers' diversity climate perspectives on store sales performance. Across 654 store units of a large U.S. retail organization, we observed main effects of subordinate and managerial diversity climates on unit sales percentage change and a significant subordinate × manager diversity climate perspective interaction. The greatest sales growth was found in stores wherein subordinates and management perceived highly pro-diversity climates (positive consistency). In contrast, the lowest sales growth was evident for stores in which both subordinates and managers reported less hospitable diversity climates (negative consistency). Our findings underscore the positive financial ramifications of highly consistent perceptions that diversity is valued in a work context.     

A Reply to Cholbi's 'Suicide Intervention and Non-Ideal Kantian Theory'

abstract    In his 'Suicide Intervention and Non-Ideal Kantian Theory' (2002), Michael J. Cholbi argues that nihilism and hopelessness are often motivating factors behind suicide, contrary to Immanuel Kant's prescribed motive of self-love. In light of this, Cholbi argues that certain paternalistic modes of intervention may not only be effective in preventing suicide, but are ultimately consistent with Kantian morality. This paper addresses certain perceived shortcomings in Cholbi's account of Kantian suicide intervention. Once the psychological complexities of the suicidal person are brought to bear, the suicidal person is found in many cases to be irrational at the time of her death. Because of this, rationalistic intervention strategies may prove ineffective, despite their being consistent with Kantian morality, and despite instances of suicide being non-ideal circumstances. Cholbi assumes throughout his article that suicidal human beings remain Kantian moral agents. However, because rationality represents a crucial criterion for Kantian moral agency, and because certain human beings who commit suicide are not rational, such human beings are not Kantian moral agents. Because Cholbi's intervention strategies are not applicable to (or effective towards) irrational suicidal people, his account is found incomplete.     

PERCEIVED INGROUP AND OUTGROUP PREFERENCE: A LONGITUDINAL CAUSAL INVESTIGATION

Although there has been substantial research on perceptions of preference in hiring, there is considerably less focus on perceptions of preference in organizational activities more generally. Researchers seldom assess perceptions of preference for both historically high- and low-status groups and for both one's own group and others. Using a three-wave longitudinal survey of 1,094 employees, the causal direction between perceived preference and satisfaction with management, moderators of that relationship, and whether responses to perceived preference differed by group were examined. On average, groups perceived more outgroup than ingroup preference. The satisfaction to perceived preference causal direction was significantly stronger than the reverse for outgroup preference, suggesting that increased satisfaction with management leads to decreased future perceptions of outgroup preference more so than vice versa. The relationship between satisfaction with management and perceived outgroup preference was moderated by perceived organizational tolerance of discrimination, suggesting that positive diversity climate can alleviate the negative effects of dissatisfaction with management on perceived outgroup preference.     

Human Relations Skills Training in Teacher Education: The Link to Effective Practice

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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.     

ATTITUDES AND EFFECTIVENESS: EXAMINING RELATIONS AT AN ORGANIZATIONAL LEVEL

Recent evidence has suggested that attitudes-organizational effectiveness relations may exist. Relations between employee attitudes, organizational unit performance, customer satisfaction, and turnover were examined at the branch level for a large automobile finance company. Using data from 142 branches in 2 consecutive years, several significant relations between attitude factors and performance were observed. In addition, causal analyses conducted at the branch level suggested that customer satisfaction led to employee attitudes, rather than the opposite. Additional analyses to explain this result suggested that economic conditions and related factors might be the causal mechanism at the aggregated level. Other potential interpretations of these findings and caveats about generalizing organizational-level findings to the individual level are discussed.     

Systems design in the development of counseling and guidance programs

This article discusses problems in developing counseling and guidance programs. The systems approach is presented as an approach founded on scientifically based principles which counselors might consider in planning effective and efficient programs. The systems concept, analysis and synthesis, systems design, behavioral objectives, feedback, and flowcharting are briefly explained, followed by the application of the systems technique for a generalized model for the establishment, operation, and maintenance of a counseling and guidance program.     

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.