Andrew O. Herdman

Understanding the Impact of Convergent Validity on Research Results

Using different measures of constructs in research to develop robust evidence of relationships and effects is seen as good methodological practice. This assumes these measures possess high convergent validity. However, proxies—alternative measures of the same construct—are rarely perfectly convergent. Although some convergence is preferred to none, this study demonstrates that even modest departures from perfect convergent validity can result in substantial differences in the magnitudes of findings, creating challenges for the accumulation and interpretation of research. Using data from published research, the authors find that substantial differences in findings between studies using desired and proxy variables occur even at levels of convergent validity as high as r = .85. Implications of using measures with less-than-ideal convergent validity for the interpretability of research results are examined. Convergent validities above r = .70 are recommended, whereas those below r = .50 should be avoided. Researchers are encouraged to develop and report convergent validity data.

Affirmative action decisions: when ignorance is bliss

Purpose – The purpose of this paper is to show how various organizational justifications for hiring decisions influence the beneficiarys perceptions of fairness. Specifically, the paper investigates the relative impacts of no justification, affirmative action justification and justifications based on attempts to improve organizational creativity.Design/methodology/approach – Participants were asked to read several vignettes in which the justification for the hiring decisions was manipulated. Fairness perceptions were then assessed for each scenario. Paired‐sample t tests were used to test hypotheses.Findings – The paper finds that perceptions of both procedural and distributive justice appeared to follow a common theme across Hispanic and African American subgroups where the hiring decision was perceived to be fairer when no justification was provided. Hiring decisions based on affirmative action and diversity programs designed to promote creativity were perceived as less fair by both African Americans a...

Global Perceptions of the Fit between Person and Work Environment (P-E Fit): Development and Initial Validation of a New Measure:

Research investigating the role of fit between individuals and their work environments employs a growing number of measures assessing subsets of work environments. Global perceptions of fit should be useful in anchoring research studies and developing the literature. In this study, two measures of global fit perceptions are developed and initial validity data are offered. Using data from 363 upper-division college students in a simulated job search scenario, evidence of the unidimensionality, reliability, and predictive validity is provided. Suggestions are provided for use of these measures of global perceptions to advance research in Person-Environment ft.

The Effects of a Team Charter on Student Team Behaviors

The authors contribute to growing evidence that team charters contribute positively to performance by empirically testing their effects on key team process outcomes. Using a sample of business students in a team-based task requiring significant cooperative and coordinative behavior, the authors compare emergent team norms under a variety of team charter intervention conditions. They find support for the assertion that the introduction of team charters does in fact manifest improved process outcomes, including communication, effort, mutual support, cohesion, and member satisfaction.

How Does Leader-Member Exchange Disparity Affect Teamwork Behavior and Effectiveness in Work Groups? The Moderating Role of Leader-Leader Exchange

In this study, we propose that the upward leader-leader exchange (LLX) relationship is an important moderating condition in predicting the consequences of leader-member exchange (LMX) differentiation within work groups. We assert that the structural and operating efficiencies created by LMX differentiation will depend on group members’ appraisal of the legitimacy of the within-group LMX disparity. Drawing on relative deprivation theory, we argue that the level of perceived legitimacy of LMX differentiation varies with levels of LLX. Using data collected from 579 subordinates and 74 managers in 74 work groups over two time periods, we propose and test hypotheses that the quality of a leader’s LLX relationship will moderate the mediated relationship between LMX differentiation, group-level teamwork, and team effectiveness. We find support for our moderated-mediation model and suggest implications for theory and practice.

THE FORM OF FIT FUNCTIONS: AN ANALYSIS USING APPLICATION DECISIONS.

The article presents a study looking at how organizational or individual attributes are used to develop fit perceptions connected to application decisions. In the study the authors used polynomial ...