Professional liability (malpractice) coverage of humanist scholars functioning as clinical medical ethicists

In contrast to theoretical discussions about potential professional liability of clinical ethicists, this report gives the results of empirical data gathered in a national survey of clinical medical ethicists. The report assesses the types of activities of clinical ethicists, the extent and types of their professional liability coverage, and the influence that concerns about legal liability has on how they function as clinical ethicists. In addition demographic data on age, sex, educational background, etc. are reported. The results show that while nearly one third (28.9%) of the ethicists regularly make recommendations about patient care, only 10.8% of them regularly make entries in the medical record; only approximately half (53.0%) of them are covered by professional liability (malpractice) insurance; and the vast majority (84.3%) of them say that concerns about legal liability do not influence the way they function as clinical ethicists.     

Development and validation of a standardized measure of employee turnover risk

This article describes the development, reliability, and initial validation of the Tenure Scale. The scale was designed as an attitudinal predictor of turnover risk to be used for pre-employment selection. Two validation studies are reported. In study one, significant results were obtained between Tenure Scale scores and self report measures of: a) past and present job tenure; b) intentions to quit; c) job search behaviors; and d) intentions to remain committed to one's job. In study two, significant relationships were established between Tenure Scale scores and on-the-job measures of turnover risk, including work performance, absenteeism rates, and length of employment. No adverse impact was found against any protected group in study two. The relationship of these results with job turnover theory is discussed, and future validation research is suggested.Portions of this research study were presented at the 1988 Annual Conference of the Association of Human Resources Management and Organizational Behavior, Long Beach, California, October 26–29.     

Causal internalization of academic performance as a function of self-esteem and performance satisfaction

In the present investigation, we integrated self-theories (specifically, theories of cognitive consistency and self-esteem) with attribution theory. Our intent was to clarify the effects of different levels of self-esteem and performance satisfaction on causal internalization of academic performance. Subjects were 162 university students who attributed causality for their individual performances on a midterm examination. Attributions to four internal and four external causal sources were analyzed with a 2 × 2 (Self-Concept × Performance Satisfaction) MANOVA and with follow-up univariate F ratios. Most of the findings support the predictions based on self-esteem theory; i.e., satisfaction with performance, rather than consistency of performance with self-esteem, served as the primary influence on internalization of causality, with students internalizing satisfying outcomes more than dissatisfying outcomes. Cognitive-consistency theory and B. Weiner's (1979, Journal of Educational Psychology, 71, 3–25) attribution proposal regarding maintenance of a stable self-concept also received support, as attributions to the internal and stable causal sources of ability and general effort were a function of an interaction of self-esteem and performance satisfaction. Hence, neither self-theory adequately anticipated the effects of self-esteem and performance satisfaction on causal internalization. Rather, a consolidation of theories is needed to explain the results.     

The Interrupted Managerial Career Path: A Longitudinal Study of MBAs

The view of managerial career success as an uninterrupted climb up the corporate ladder no longer fits the realities of many managers. This study examined longitudinal data on the career paths of MBAs to determine the consequences of early- and mid-career gaps on career success. The study found that early gaps have a negative impact on income and management level. Gaps in mid-career also reveal an income penalty, even after controlling for pre-gap income. In mid-career, the negative level effect was found for women, but not for men. MBAs with discontinuous employment histories, however, did not have diminished career satisfaction. The research suggests the need for researchers, organizations, managers, and business schools to broaden the definition of acceptable managerial career paths.