Suchergebnisse

Job analytic information is central to a variety of human resource activities (e.g., selection system development, compensation system development, organizational design). It is also well understood that many jobs are changing due to forces such as technological advances, a desire for teamwork, and various organizational interventions. In addressing such changes when using job analytic information, human resource practitioners might be faced with questions about the currency, or "up-to-dateness," of their existing job analysis. Unfortunately, there is almost no guidance for researchers or professionals regarding what methods might be used to check job analyses for currency (i.e., if there are any changes to the job that might influence the job analysis, how does one systematically assess such changes). We review the scant literature in this area and offer a protocol that we developed and implemented within a litigious environment. The protocol is systematic and focused on job change. In order to be as efficient as possible (and sensitive to organizational resource expenditures), the protocol builds on prior job analytic information. Two examples of the protocol's implementation are provided. We also present a variety of lessons learned during the development and implementation of this relatively unique currency protocol, as well as a discussion of some possible variants of the method.

Critical mass theory and the tokenism hypothesis propose that females' job performance is adversely affected by perceptions and experiences that stem from females comprising a smaller proportion of organizations than males. Although belief in the gender token effect appears to be widely held, empirical evidence of this effect is relatively scarce; furthermore, the evidence that does exist is somewhat inconsistent. The purpose of the present study was to provide a meta-analytic test of the gender token effect by examining the extent to which the proportion of females in organizations relates to male–female differences in job performance. Meta-analytic results based on data from 158 independent studies ( N = 101,071) reveal that (a) females tend to demonstrate higher job performance than males ( d = −.10), and (b) this difference does not appear to vary based on the proportion of females in organizations. We found similar results for subjective task performance (e.g., supervisory ratings), organizational citizenship behaviors, and objective task performance (e.g., sales). Overall, this study's results demonstrate almost no support for the gender token effect on job performance, which challenges the prevailing assumptions of critical mass theory and the tokenism hypothesis.