The Job Search Process: An Attitudinal and Behavioral Analysis

Job search attitudes and behaviors among college students were studied. Major job-seeking factors were identified and discussed in relation to job search experience.     

VALIDITY GENERALIZATION RESULTS FOR LAW ENFORCEMENT OCCUPATIONS

The Schmidt-Hunter interactive validity generalization procedure was applied to validity data for cognitive abilities tests for law enforcement occupations. Both assumed artifact distributions, and distributions of artifacts constructed from information contained in the current sample of studies were used to test the hypothesis of situational specificity and to estimate validity generalizability. Results for studies using a criterion of performance in training programs showed that validities ranged from .41 to .71, and for four test types the hypothesis of situational specificity could be rejected using the 75% decision rule. For the remaining test types, validity was generalizable, based on 90% credibility values ranging from .37 to .71. Results for studies using a criterion of performance on the job indicated that the hypothesis of situational specificity was not tenable for three test types, which had validities between .17 and .31. For the remaining test types, estimated mean true validities ranged from .10 to .26 and were generalizable to a majority of situations. Results for both groups of studies were essentially identical for the two types of artifact distribution. Possible reasons for the apparently lower validities and lesser generalizability for job performance criteria are discussed, including possible low validity of the criterion (due to lack of opportunity by supervisors to observe behavior) and the potential role of noncognitive factors in the determination of law enforcement job success. Suggestions for specifically targeted additional research are made.     

THE IMPACT OF ORGANIZATIONAL TRAINING LABORATORIES UPON THE EFFECTIVENESS AND INTERACTION OF ONGOING WORK GROUPS

The impact upon four work groups (N= 31) which participated in organizational training laboratory sessions is evaluated in comparison with eight similar groups (N= 60) which did not participate. Criteria were six-factored dimensions, each composed of items gathered from earlier interviews which group members perceived as problems. Significant changes occurred in training groups in the following three dimensions: group effectiveness, mutual influence, and personal involvement. No significant changes occurred in leader approachability, intragroup trust, or in the evaluation of group meetings. The relevance of a work unit participating in training as a total group, rather than each member participating in a separate session, is discussed.