Suchergebnisse

Effectively screening-out candidates who have potential to become "liability-prone" officers is crucial to any police agency. The critical nature of appropriate selection is readily apparent when we consider the serious ramifications that the inappropriate actions of even a single officer can have for the agency itself as well as for the community as a whole. The present paper contends that assessment centers are a viable option for selection of entry-level police officers. The literature on the use of assessment centers is reviewed, and arguments are made regarding the potential utility of employing this technique with police applicants. Recommendations are offered for implementation of an assessment center program for selection of entry-level police officers.

Women make up nearly half of the workforce in America, and they continue to enter fields such as business and engineering in record numbers. Additionally, more women with children under 3 years of age are remaining in the workforce. Considering these changes, examining whether the compensation and benefit preferences of male and female entrants into the workforce are different now than they were 15 to 20 years ago is relevant. This study used a sample of 195 college seniors to examine this issue. Results suggested that compensation and benefit preferences of current new entrants are somewhat different from the preferences reported in earlier studies.

The efficacy of three group process variables—group potency, social cohesion, and team-member exchange—in explaining team performance was examined for 648 military officers working in 50 self-managed teams over a 5-week period. Team performance was assessed on two objective criteria (mental task performance and physical task performance) and one subjective criterion (commander team performance ratings). Each of the group process variables was related to at least one aspect of team performance. Of the three group process variables, group potency exhibited the greatest predictive efficacy as it explained unique variance in team performance over that accounted for by both social cohesion and team-member exchange.

Several authors have written about the problems of conducting organizational development (OD) evaluations, but two inadequacies still remain. First, many of these problems are quite likely indigenous to the situations experienced by the writer in his evaluations, and they may not be widely applicable or generalizable to a large number of practitioners. Thus, one may be concerned as to whether these are the problems that OD practitioners can expect to experience in their OD evaluations. The second inadequacy is that the problems reportedly experienced by OD practitioners are rarely found in the literature on OD evaluations. In fact, only one or two problems are generally discussed, and these problems have been experienced by the researcher in a specific evaluation. Due to these inadequacies, a survey questionnaire, the OD Survey Questionnaire, was developed to ascertain the evaluative problems of OD practitioners. With the members of the OD Network serving as the survey population, questionnaires were mailed to 269 members. We classified 101 of the returned questionnaires from change agents as usable responses because the respondents indicated that they had previously conducted OD efforts. A total of 107 evaluative problems were identified and subsequently clustered into three problem categories, i.e., methodological, administrative, and miscellaneous problems. Subproblems of each category are discussed and some guidance for dealing with each problem is offered for those practitioners concerned with OD evaluation.

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.

We examined the mediating influence of interactional justice on relations between transformational leadership and organizational citizenship behavior (OCB). Because the relational context in which supervisors and subordinates interact could influence the mediated effect of transformational leadership on OCB, we developed a first stage moderation model and examined supervisor–subordinate dissimilarities in race and gender as potential moderating variables. Analyses performed using 230 supervisor–subordinate dyads showed that racial dissimilarity moderated the mediated effect of transformational leadership on OCB transmitted through interactional justice. As hypothesized, the mediated effect of transformational leadership on OCB was stronger for subordinates who were racially dissimilar to their supervisors. Gender dissimilarity did not moderate the mediation model.

The present study extends the research on organizational commitment by examining (a) the dimensionality of O'Reilly and Chatman's (1986) psychological attachment instrument, (b) the relationships between psychological attachment and correlates of traditional organizational commitment measures, and (c) the relationships between psychological attachment and preferences regarding the early developmental experiences of newly hired, "high-potential" employees. Psychological attachment is demonstrated to be a multidimensional construct that is reasonably well-assessed with O'Reilly and Chatman's instrument. The dimensions of psychological attachment are found to relate in predictable ways to job characteristics, attitudes, and preferences for changes in an entry-level development program. Implications for management scholars and practitioners are discussed.