Amy E. Hurley

Exploratory and confirmatory factor analysis: guidelines, issues, and alternatives

AMY E. HURLEY, TERRI A. SCANDURA, CHESTER A. SCHRIESHEIM, MICHAEL T. BRANNICK, ANSON SEERS, ROBERT J. VANDENBERG AND LARRY J. WILLIAMS Department of Professional Studies, Chapman University, U.S.A. Department of Management, University of Miami, U.S.A. Department of Psychology, University of South Florida, U.S.A. Department of Management, Virginia Commonwealth University, U.S.A. Department of Management, The University of Georgia, U.S.A. Department of Management, University of Tennessee, U.S.A.

Challenges in cross‐gender mentoring relationships: psychological intimacy, myths, rumours, innuendoes and sexual harassment

Explores the roles of sexuality and intimacy in cross‐gender mentoring relationships. Today’s leaders are concerned about controlling sexuality and intimacy in cross‐gender work relationships and there is an increased awareness of the sexual harassment aspect of sexuality in today’s society. Describes sexuality and intimacy in cross‐gender mentoring relationships and explores the sex role spillover model’s explanation for sexuality in these relationships. Views sexuality and intimacy in cross‐gender mentoring relationships along a continuum ranging from non‐sexual, psychologically intimate relationships to the extreme of sexual harassment. Includes mentors’, proteges’ and co‐workers’ perceptions of sexuality and intimacy in cross‐gender mentoring relationships in this discussion along with the impact of these perceptions on cross‐gender mentoring relationships. Finally, considers ways to manage sexuality and intimacy in cross‐gender mentoring relationships.

A Contingency Model of Response to Performance Feedback Escalation of Commitment and Incremental Adaptation in Resource Investment Decisions

This study examines patterns of strategic resource allocation decisions and performance feed-back over time for evidence of both incremental adaptation and escalation of commitment. The investment decisions of 20 teams participating in the management simulation MARKSTRAT are examined. The participants were managers enrolled in an executive education program and M.B.A. students. A contingent model of responses to performance feedback is introduced that includes the moderating factors of prior resource commitments, consecutive periods of positive or negative feedback, and performance distance from aspiration. Evidence is found for both incremental adaptation and escalation of commitment. The implication of this study is that responses to performance feedback should be viewed as contingent on a number of factors, such as distance from aspirations and sunk costs associated with a decision.

Executive insights into HR practices and education

Over 1,100 Human Resource executives responded to a survey concerning their perceptions of the HR issues their companies are facing; the role of HR in their organization; the skills HR employees should possess; and the substantive HR knowledge that graduates of HR programs should be able to demonstrate. Results suggest the most important issue facing HR executives today is managing change. Executives felt it was extremely important for HR professionals to be able to create a recruitment program in todays labor market. The results of this research provide several implications for the design and the delivery of HR educational programs.

An examination of the effects of early and late entry on career attainment : The clean slate effect?

Literature on tournament mobility in internal labor markets (ILMs) is reviewed revealing a paucity of studies examining the promotion patterns of late entrants into internal promotion systems. An investigation of 502 managers in a large corporation indicated that late entry into the ILM organization was significantly and positively related to career attainment, supporting the “clean slate effect”. In addition, experience in the corporate office was positively related to managerial career attainment, while being female was negatively related to career attainment. In contrast to the tournament model theory, the number of years to reach middle management was positively related to career success. While no effect for race was found, this may be due to the relatively low representation of minorities in the firm studied. Moderating effects of late entry on gender, race or corporate experience were also not found.

Career attainment for women and minorities: the interactive effects of age, gender and race

This study examined the career attainment of managerial women and minorities in an internal labor market. The interactive effects of age, gender, and race were examined on the career attainment levels of women, African‐Americans, Asian‐Americans and Hispanics. A sample of 7,084 US managers was studied; 3,456 women and minority managers were compared to 3,628 white male managers who entered the firm in the same year and in the same department. Consistent with previous research, women and minorities experienced lower career attainment than white males in this sample. Results suggest that minority women do not experience the “double jeopardy” associated with belonging to two classes of protected characteristics; nor the “triple jeopardy” of age, race and gender.

A study of the tournament model with female managers

Reports the findings of the first study to test the tournament model of careers with female managers. Follows the careers of 3,800 women in a large internal labour market firm. Investigates the signals of early promotions, career velocity, education, tenure and entering position. Examines the relationships between these signals and career attainment. The results do not show the strong support of the tournament model that research with men has found. Using the variables previously found in the literature to be related to career attainment for men does not explain a major proportion of the variance for women. Suggests that the tournament model may not apply to women in organizations or women may be placed in different tournaments from men. Purports that women may have certain career paths on entering an organization regardless of the tournament rounds they win or that other signals affect women’s career attainment.

The effects of self-esteem and source credibility on self-denying prophecies.

Self-fulfilling prophecies are a well-studied phenomenon. The study of self-denying prophecies, however, is rare. Self-denying prophecies shift peoples behavior in the direction opposite to the prophecy. The existence of self-denying prophecies was investigated in 222 students. The effects of self-esteem and the source of the prophecy were also investigated. The results suggest that self-denying prophecies exist and that self-esteem is an important moderator of self-denying prophecies. If managers and industrial/organizational psychologists had an understanding of self-denying prophecies, they might be better able to structure negative performance reviews in a way that could lead to improved employee performance.

Organizational Decision Making With Similar Alternatives

Abstract The role of the dominance criterion in organizational decision making was examined. Fifty-two participants were administered questionnaires containing four pairs of alternative gambles. The participants were asked to choose their preferred gamble in each pair. All of the pairs of gambles were equivalent and were presented in increasing order of masked dominance. Results indicated that individuals are less likely to use the dominance criterion as dominance between alternatives is increasingly masked. In addition, the results are consistent with a hypothesized comparison heuristic of choosing the alternative with a larger number of preferred outcomes.