A FIELD STUDY OF THE RELATIONSHIP BETWEEN THE ORGANIZATIONAL FEEDBACK ENVIRONMENT AND PERFORMANCE

This field study used the Job Feedback Survey (Herold & Parsons, 1985) and performance data gathered from multiple sources to examine the relationship between the perceived organizational feedback environment and performance. Regression analyses indicated that, while holding the other feedback variables constant, feedback from supervisory and organizational sources was related to reported job performance while feedback from peers and self was not. Most of the unique variance in performance explained by feedback was also accounted for by feedback from organizational and supervisory sources. Negative expressions from organizational/supervisory sources (e.g., the supervisor expressing anger, the company communicating dissatisfaction with poor performance) were related to lower performance, and positive job changes initiated by these sources (e.g., increasing responsibility, assignment to special jobs) were related to higher performance. Higher performers did not receive more feedback than lower performers but did receive more total positive feedback. Supplemental issues, possible explanations, and implications of the findings are discussed.     

Ericksonian Hypnosis: A Dialogue with Charles Citrenbaum,Mark King,and William Cohen

The three subjects of this article, Charles Citrenbaum, Mark King, and William Cohen, are authors, hypnotherapists, and educators par excellence. In this interview they discuss a variety of topics, including Milton H. Erickson (the “Father of Clinical Hypnosis”), hypnosis, hypnotherapy, and effective clinical practice.     

RELIABILISM AND SAFETY

Abstract: Duncan Pritchard has recently highlighted the problem of veritic epistemic luck and claimed that a safety‐based account of knowledge succeeds in eliminating veritic luck where virtue‐based accounts and process reliabilism fail. He then claims that if one accepts a safety‐based account, there is no longer a motivation for retaining a commitment to reliabilism. In this article, I delineate several distinct safety principles, and I argue that those that eliminate veritic luck do so only if at least implicitly committed to reliabilism.     

Relational closeness: Comparing undergraduate college students' geographically close and long‐distance friendships

Abstract As interpersonal relationships change with the advent of new technology, researchers need to reexamine their theoretical constructs ( R. G. Adams, 1998 ). This study uses survey methodology to examine college undergraduates from the United States. It explores the concept of relational closeness by comparing how geographically close and long‐distance friends define closeness in their relationships. It assesses prior methods of defining and measuring closeness in interpersonal relationships for the impact of physical distance between the friends. Differences illustrate factors that are important in understanding relational closeness in general and in long‐distance relationships in particular.     

THE ECONOMIC IMPACT OF JOB SELECTION METHODS ON SIZE, PRODUCTIVITY, AND PAYROLL COSTS OF THE FEDERAL WORK FORCE: AN EMPIRICALLY BASED DEMONSTRATION

In this study, job performance increases resulting from improved selection validity were measured empirically rather than estimated from the standard linear regression utility equations. Selection utility analyses based on these empirical measurements were carried out for most white-collar jobs in the federal government. Results indicate that selection of a one-year cohort based on valid measures of cognitive ability, rather than on non-test procedures (mostly evaluations of education and experience), produces increases in output worth up to $600 million for each year that the new employees remain employed by the government. Newly hired federal employees remain with the government an average of approximately 13 years, resulting in a total gain in output of almost $8 billion over this period. This gain represents a 9.7% increase in output among new hires. If total output is held constant rather than increased, new hiring can be reduced by up to 20,044 per year (a 9% decrease), resulting in payroll savings of $272 million for every year the new cohort of employees remains on the job. The percentage of new hires in the bottom decile of the non-test-selected job performance distribution     

Community-Based Guidance: A ‘Tupperware Party’ Approach to Mid-Life Decision Making

This article examines a community-based approach to assisting women in their mid-life decisions through networking, peer-counseling, and professional support.