A LONGITUDINAL STUDY OF LEADER REWARD BEHAVIOR, SUBORDINATE EXPECTANCIES, AND SATISFACTION

Positive and punitive leader reward behavior and their longitudinal relationships with subordinate expectancies and satisfaction were studied in a large manufacturing organization. Longitudinal data were collected approximately one year apart from 132 managerial, engineering and supervisory employees. Cross-lagged correlations suggested that positive leader reward behavior was causally related to higher effort-to-performance expectancy, as well as higher satisfaction with work, opportunities for promotion and overall satisfaction. Punitive leader reward behavior was suggested to be causally related to lower satisfaction with work, supervision and overall satisfaction. Implications were discussed for the use of leader reward behavior and for future research.     

EYEBALL MEASUREMENT OF DEXTERITY: TESTS AS ALTERNATIVES TO INTERVIEWS

As industry's most popular selection device, the interview is too often misused to measure or predict numerous skills and abilities that can be measured or predicted better by other methods. The authors encountered such an abuse in a recent allegation of sex discrimination. This paper reports a study conducted for this litigation. Couched in a general lens model paradigm, the results demonstrate an inappropriate use of a selection technique to predict an ability that can be better measured by a test. This simple interview analog demonstrates the problems of replacing tests with inappropriate selection devices.