Irving M. Lane

A Current Look at the Job Satisfaction/Life Satisfaction Relationship: Review and Future Considerations

We review the literature on the relationship between job satisfaction and life satisfaction on its theoretical, empirical, and methodological bases. Our review indicates that recent theoretical work is too often characterized by repeatedly confirming the spillover hypothesis to the exclusion of advancing further theoretical developments. The greater sophistication of statistical analyses is cited as one of the few recent methodological advances. Our review focuses on theoretical and methodological developments needed in future research. The areas of multiple links between job and life satisfactions, life stages, and satisfaction as a disposition are described as potential areas for theoretical advances. Methodologically, we suggest improvements by focusing attention on construct validity and the use of longitudinal designs.

The Delphi Technique: An Empirical Evaluation of the Optimal Number of Rounds

The widespread use of the Delphi technique of decision making has led to many variations in format implementation by practioners and researchers. The classic Delphi typically includes four rounds of questionnaires and feedback. This study attempted to establish empirically the point of stability in a six-round Delphi. The results indicated that Delphi groups reached stability in their decision making after the fourth iteration, thereby providing empirical support for the length of the classic Delphi.

Quality and Acceptance of an Evaluative Task: The Effects of Four Group Decision-Making Formats:

The present study compared the quality and the acceptance of group decisions on an evaluative problem (NASA Lost on the Moon Exercise). Four decision-making formats were employed: interacting, consensus, the nominal group techinique (NGT), and the Delphi technique. No idiosyncratic modifications were made in any of the formats. The results indicated that the Delphi groups produced the highest quality decisions followed by those of consensus, interacting, and NGT groups. The decisions of the consensus groups had a higher level of acceptance than did those of the other three formats, which did not differ in terms of acceptance. Predictions based on past studies using unmodified decision-making techiques were consistently supported.

A review of meta-analyses in organizational behavior and human resources management : an empirical assessment

The use of meta-analysis in Organizational Behavior and Human Resources Management is reviewed by coding 35 studies on 21 methodological variables. Results indicated tremendous variability in applying this approach. Suggestions for researchers employing this technique are presented, and implications of its improper use are discussed.

Sufficiency of Reward and Allocation Behavior

The present research investigated the effect of sufficiency of reward on the principles that elementary school children employ to allocate rewards to others. Results indicated that Justice children al

Effects of Group Norms and Goal Setting on Productivity

The present research investigated the effects of goal assignment and coworker feedback on the goal level set, and the effects of number of coworkers on quantity of production. Results indicated that the effects of goal setting are moderated by the presence of group norms. This finding can easily be incorporated into goal theory. However, contrary to expectations, subjects who were assigned the average of the self-set goals coded significantly more data than subjects who set their own goals. Moreover, neither of these means differed signifi cantly from that generated by subjects who had been assigned a specific hard goal set by the experimenter. Social comparison theory proved usefulfor explaining all the results obtained, including those that appeared to be inconsistent with previous findings.

Toward Designing Optimal Problem-Solving Procedures: Comparisons of Male and Female Interacting Groups.

Performances for male and female groups were compared using three different group problem-solving procedures: unstructured, structured-open (anyone could contribute to the group solution at any time), and structured-forced (turn taking). As predicted, the results indicated that female groups performed better with the structured-forced procedure than with the structured-open procedure and male groups performed better with the structured-open procedure than with the structured-forced procedure. These results provide support for the contention that males andfemales perform best under a different set of group problem-solv ing procedures. Implications of these results for managers and group facili tators are discussed.

Toward Developing an Unbiased Scoring Algorithm for "NASA" and Similar Ranking Tasks

Both logical evidence and empirical evidence are presented to illustrate that the conventional scoring algorithm for NASA and similar ranking tasks significantly underestimates the initial level of ability presumed to be in a group and that Slevins alternative scoring algorithm significantly overestimates the initial level of ability. The authors present a third algorithm, which they believe is unbiased. Recommendations for group facilitators and researchers are presented. As Slevin has indicated, the conventional scoring algorithm should no longer be used.

Using conscious reflection, group processes, and AI to facilitate development of expertise

Three experiments investigated procedures derived from research on knowledge acquisition, group processes, and artificial intelligence for facilitating the development of expertise. In each experimental session, subjects learned to control a simulated sugar production factory. Then they formulated written policies for controlling sugar production either alone as individuals or in small groups. An adaptive AI system provided feedback on policy quality. The research also investigated the use of forced reflective practice in which learners attempted to predict what their policy would do while performing the task. The AI system provided feedback about what their policy would have done in each situation and the outcome based on their policys response or their suggested alternative response. Results indicated that group interaction and feedback from the AI system improved policy quality. However, only when all three procedures were employed, group interaction, AI feedback, and forced reflective practice, was t...

Organizational determinants of managerial pay allocation decisions

Abstract This study investigated the effects of three organizational variables on pay allocation decisions. Two 2 × 2 × 2 factorial experiments were conducted by manipulating the organizational factors of size of salary budget (high vs. low), organizational goals (performance vs. social harmony) and openness of pay allocation decisions (open vs. secret). One hundred ninety-two American undergraduate students served as subjects in Study 1, and eighty American MBA candidates served as subjects in Study 2. Analyses indicated that size of salary budget affected allocation decisions in both studies and openness and organizational goals affected them in one study. Implications of the results for the Freedman and Montanari (1980) model of reward allocation and compensation practice are discussed.