TEAMS' FEMALE REPRESENTATION AND PERCEIVED POTENCY AS INPUTS TO TEAM OUTCOMES IN A PREDOMINANTLY MALE FIELD SETTING

We developed a team-level temporal model and tested it with data from 92 newly formed teams in a naturalistic military setting where females were a distinct minority in all teams. Contrary to what is posited by theory on customary perceptions of females' capabilities and gender-role congruence, a higher female proportion within teams did not adversely influence teams' early perceived potency, later social cohesion, or observers' assessments of teamwork. Consistent with theory regarding gender and abilities, however, a higher female proportion within teams contributed to better team problem solving but led to slightly worse team results on physically demanding tasks. In addition, teams' early perceived potency contributed positively to early task proficiency and later social cohesion. Furthermore, teams' social cohesion contributed positively to externally observed teamwork while controlling for task proficiency. We discuss implications of these findings for theory and practice.     

EMPLOYMENT TEST VALIDATION FOR MINORITY AND NONMINORITY PRODUCTION WORKERS

The purposes of the present study were (a) to examine the validity of selected employment tests potentially useful in selecting production workers engaged in the construction of boxboard containers and (b) to evaluate the applicability of the tests to minority and non-minority workers. Using data collected from 100 production workers employed by the same company but located in two different geographical regions, it was found that a short test battery was potentially useful in selecting production employees without necessarily introducing unfair racial bias. Implications of the results for future research studies and test validation efforts involving differential and single-group validity are discussed.     

THE INFLUENCE OF RELATIONAL DEMOGRAPHY ON PANEL INTERVIEW RATINGS: A FIELD EXPERIMENT

The influence of relational demography (assessor race, candidate race, and the racial composition of rating panels) was examined in a structured interview setting. Twenty assessors (10 White and 10 Black) comprising five, 4-person panels of all possible racial compositions, evaluated videotaped responses of police officers participating in a promotion process. Each panel rated the same 73 (36 White and 37 Black) candidates' responses to a complex, structured interview question. An examination of mean overall ratings revealed a same race bias and a significant difference between panels based upon the relational demography of the interview panel; nevertheless, the size of these effects was small. Net reconciliation (i.e., between initial and final scores) differed significantly between minority and majority panel conditions for only Black assessors and, again, the effects here were very small. The practical implications of these findings are discussed.     

NEGOTIATING QUALITY OF WORKLIFE, PRODUCTIVITY AND TRADITIONAL ISSUES: UNION MEMBERS'PREFERRED ROLES OF THEIR UNION

Recognizing the importance of the union in successfully implementing quality of worklife programs, numerous commentators have called for union-management collaborative programs. In response to these pleas, recent studies have addressed union activists'perceptions of their unions'roles in negotiating quality of worklife as well as other issues. Although important, these studies have focused on the union leadership and have generally failed to consider the rank and file union members' views. The primary objective of the present study was to examine union members'preferred roles of their union in negotiating quality of worklife, productivity, and traditional bargaining issues. A second purpose was to explore the correlates of their views concerning the union's role in dealing with these issues. Using data collected from 171 members of a railroad, union, the results showed that members' support for union involvement tended to vary depending upon the type of issue in question. They strongly preferred collective bargaining when dealing with traditional union concerns and joint union-management efforts when quality of worklife issues were involved. In predicting preferred union-management cooperation, the importance of the individual predictors varied across the types of negotiation issues. However, attitudinal measures were generally found to be more important in explaining members'preferences than demographic or union participation measures. The results are discussed in terms of implications for implementing joint union-management programs.     

Recruiter-Applicant Differences in Perceptions of Extrinsic Rewards

Preferences of 602 graduating college seniors for 11 specific extrinsic rewards were compared with preference estimates given by 486 recruiters. Substantial group differences were found.