Jack E. Edwards

Impression management, social desirability, and computer administration of attitude questionnaires: Does the computer make a difference?

Lautenschlager and Flaherty (1990) unexpectedly found that more socially desirable responding occurred on a computer version of an attitude and personality questionnaire than on a paper-and-pencil version. The present study attempted to replicate and extend their findings in a noncollege environment. Male Navy recruits (N=246) completed several questionnaires in either a computer-administered or paper-and-pencil condition and in either an anymous or identified condition. Identified respondents had higher impression management and self-deceptive enhancement scores than anonymous respondents. Contrary to Lautenschlager and Fmahertys results, however, there was no systematic difference between computer and paper-and-pencil modes. It is concluded that computer and paper-and-pencil modes of administration yield similar responses on attitude questionnaires

Responses on computer surveys: Impression management, social desirability, and the big brother syndrome

Abstract The quality of responses on computer and paper surveys was examined using 247 Navy recruits randomly assigned to a 2 (anonymous/identified) × 3 (administration modes: paper, computer-nonlinked, computer-linked) design. The computer-linked condition was included to simulate the ‘Big Brother Syndrome’ alluded to but not studied in past research. Higher levels of impression management were found in the identified computer-linked condition. It was concluded that perceiving that ones responses are linked to a larger database may lead to more impression management on computer surveys.

Assessing differential functioning in a satisfaction scale.

In this study, an item response theory-based differential functioning of items and tests (DFIT) framework (N. S. Raju, W. J. van der Linden, & P. F. Fleer, 1995) was applied to a Likert-type scale. Several differential item functioning (DIF) analyses compared the item characteristics of a 10-item satisfaction scale for Black and White examinees and for female and male examinees. F. M. Lords (1980) chi-square and the extended signed area (SA) measures were also used. The results showed that the DFIT indices consistently performed in the expected manner. The results from Lords chi-square and the SA procedures were somewhat varied across comparisons. A discussion of these results along with an illustration of an item with significant DIF and suggestions for future DIF research are presented.

The Human Resources Program-Evaluation Handbook

Preface Part I: Framework for Human Resources Program Evaluation CHAPTER 1: OVERVIEW OF PROGRAM EVALUATION - Dale S. Rose, E. Jane Davidson Program Evaluation in Human Resources Evaluation Myths Key Distinctions Who Does Program Evaluation? Choosing Criteria for Success Practical Design Considerations Costs and Benefits Utilization CHAPTER 2: JOB ANALYSIS-THE BASIS FOR DEVELOPING CRITERIA FOR ALL HUMAN RESOURCES PROGRAMS - Peter Y. Chen, Jeanne Carsten, Autumn D. Krauss Uses of a Proactive Job Analysis Program Assessing the Need for a Job Analysis Program and Preparing for It Conducting a Job Analysis Program CHAPTER 3: CRITERIA FOR HUMAN RESOURCES PROGRAM EVALUATION - Stephen David Steinhaus, L. A. Witt Common Approaches and Pitfalls Characteristics of Good Criteria Practical Steps in Criterion Development and Implementation Part II: Staffing CHAPTER 4: RECRUITMENT - Michael M. Harris, Elliot D. Lasson Understanding the Recruitment Process Recruitment Sources Understanding the Recruitment Process Recruitment Sources Evaluating the Recruitment Function CHAPTER 5: SETTING STANDARDS - Andrew J. Falcone, Nambury S. Raju Setting Standards for Program Evaluation Evaluation of the Standard-Setting Programs Standard-Setting Procedures CHAPTER 6: EVALUATING PERSONNEL SELECTION SYSTEMS - Scott B. Morris, Russell Lobsenz Program Evaluation Process Reliability Interpreting Reliability Validity Test Administration Practices Fairness, Bias, and Discrimination Bias Utility Analysis CHAPTER 7: SELECTING MANAGERS AND EXECUTIVES: THE CHALLENGE OF MEASURING SUCCESS - Rob Silzer, Seymour Adler Selection Context Evaluating Selection Design Evaluating Selection Administration Evaluating Selection Decisions Evaluating Selection Outcomes Part III: Evaluating and Rewarding Employees CHAPTER 8: PERFORMANCE APPRAISAL AND FEEDBACK PROGRAMS - Janet L. Barnes-Farrell, Angela M. Lynch Goals of Appraisal and Feedback Systems Functions of Performance Appraisal Evaluating Performance Appraisal Measurement Functions Evaluating the Communications Function of Performance Appraisal CHAPTER 9: THE EVALUATION OF 360-DEGREE FEEDBACK PROGRAMS - John C. Scott, Manuel London An Overview of 360-Degree Feedback Criteria for Evaluating 360-Degree Feedback Methods for Evaluating the Quality of the 360-Degree Program Evaluators of the Survey Program Evaluating the Quality and Long-term Effects of 360-Degree Feedback Longitudinal Study CHAPTER 10: COMPENSATION ANALYSIS - Mary D. Baker Who Should Be Involved in the Preparation of Compensation Analysis? Pay Elements Included in a Compensation Study Methods of Analyzing Compensation Complex Pay Equity Techniques-Multiple Regression Analysis Explanatory Factors Tainted Variables Part IV: Employee Effectiveness CHAPTER 11: CONDUCTING TRAINING EVALUATION - Miguel A. Quinones, Scott Tonidandel Overview of Training Evaluation A 5-Step Model of Training Evaluation CHAPTER 12: SUCCESSION MANAGEMENT - Michael M. Harris, Manuel London, William C. Byham, Marilyn Buckner What Is Succession Management? Methods for Evaluating Competencies Determining Appropriate Developmental Activities Role of the CEO Line Manager Involvement Identifying the Organizational Level to Be the Target of the Succession Management Process and the Current and Future Requirements Selection Decisions Evaluating Succession Management A Case Example CHAPTER 13: A PRACTICAL GUIDE TO EVALUATING COACHING: TRANSLATING STATE-OF-THE-ART TECHNIQUES TO THE REAL WORLD - David B. Peterson, Kurt Kraiger Research on Coaching Challenges and Issues in Evaluating Coaching A Practical Guide to Evaluating Coaching Part V: Team and Organizational Effectiveness CHAPTER14: TEAM PERFORMANCE - Wendy S. Becker, John E. Mathieu Performance Evaluation as a General Process Measurement Framework for Understanding Team Performance Getting Started: How to Develop Team Performance Measures Sources of Measurement in Teams The Future of Team Performance Evaluation CHAPTER 15: THE EVALUATION OF JOB REDESIGN PROCESSES - Steven F. Cronshaw, Sidney A. Fine Five Principles of Job Redesign Evaluation Worker Criteria for the Evaluation of Job Redesign Programs Management Criteria for the Evaluation of Job Redesign Programs The Summative Evaluation of Job Redesign Bringing Together Worker and Management Criteria in Successful Job Redesign CHAPTER 16: ORGANIZATION DEVELOPMENT - Allan H. Church Overview of Organization Development A Process for Evaluating OD Interventions Case Examples CHAPTER 17: EVALUATING DIVERSITY PROGRAMS - Paul Rosenfeld, Dan Landis, David Dalsky Evaluating Diversity Programs: Barriers and Benefits Evaluating Diversity Programs: A 6-Step Plan Part VI: Organizational Communications CHAPTER 18: EVALUATING ORGANIZATIONAL SURVEY PROGRAMS - Jack E. Edwards, Bruce M. Fisher Methods for Gathering Evaluation Data Evaluators of the Survey Program Criteria for Judging Survey Program Quality CHAPTER 19: A PRACTICAL GUIDE TO EVALUATING COMPUTER-ENABLED COMMUNICATIONS - J. Philip Craiger, Virginia Collins, Alex Nicoll Dimensions of Communication Technologies Evaluating Corporate Needs Strategies for Selecting Among a Set of Alternatives Prevalent Communication Technologies Computer-Enabled Communication: Impact and Policies CHAPTER 20: CUSTOMER SERVICE PROGRAMS - L. A. Witt, Paulette Henry, Margareta Emberger The Role of Human Resources in Customer Service Identifying Stakeholders (Who) Selecting the Evaluation Criteria (What) Linking HR Programs with Customer Service Outcomes (Why) Part VII: Health and Work/Life Balance CHAPTER 21: HEALTH AND SAFETY TRAINING PROGRAMS - Michael J. Burke, Jill Bradley, Harold N. Bowers A Systems Approach to Health and Safety Training Measures of Health and Safety Training Program Effectiveness Guidelines for Assessing On-the-Job Behavior (STEP-3) Associated with Health and Safety Training Issues Concerning the Transfer of Health and Safety Training CHAPTER 22: WORK/LIFE BALANCE POLICIES AND PROGRAMS - E. Jeffrey Hill, Sara P. Weiner Introduction: Why Evaluate Work/Life Policies and Programs? Historical Overview Evaluating Work/Life Policies and Programs CHAPTER 23: EVALUATION OF HUMAN RESOURCE INFORMATION SYSTEMS - Jeffrey M. Stanton, Timothy V. Nolan, John R. Dale Brief Historical Overview of HRISs Primary Research Strategies for Evaluating an HRIS Assessors Who Can Conduct HRIS Evaluations Criteria for Judging HRIS Quality Integrating Criteria and Reporting Evaluation Results CHAPTER 24: GLOBAL HUMAN RESOURCE METRICS - Helen De Cieri, John Boudreau Talentship: A Decision Science for HR A Strategic Approach to the Measurement of Global HR A Model for Global HR Metrics CHAPTER 25: STRATEGIC PLANNING FOR HUMAN RESOURCES - Edward J. Kelleher, F. Stephen Cobe Key Strategic Planning Issues for HR The Strategic Planning-HR Interface HR Roles in the Strategic Management Process Evaluation of HR Strategy Glossary: Definitions of Technical and Statistical Terms Commonly Used in HR Program Evaluations - Chet Robie and Nambury S. Raju Index About the Editor About the Contributors

A Logistic Regression Model for Personnel Selection

A two-parameter logistic regression model for personnel selection is proposed. In addition to presenting a theoretical basis for the model, a uni fied approach is provided for studying selection, validity generalization, employee classification, selection bias, and utility-based fair selection. The new model was tested with a large database (N = 84,808). Results show the logistic regression model to be valid and also quite robust with respect to direct and indirect range restriction on the predictor.

Improving organizational surveys: New directions, methods, and applications.

Introduction - Paul Rosenfeld, Jack E Edwards and Marie D Thomas PART ONE: METHODOLOGICAL ISSUES The Organizational Survey Process - Jack E Edwards and Marie D Thomas General Steps and Practical Considerations Gathering Sensitive Data in Organizations - Jamshid C Hosseini and Robert L Armacost Measurement Errors in Organizational Surveys - Solomon Dutka and Lester R Frankel PART TWO: NEW DIRECTIONS IN PRACTICE Computer-Administered Surveys in Organizational Settings - Stephanie Booth-Kewley, Paul Rosenfeld, and Jack E Edwards Alternatives, Advantages and Applications New Methods and Technologies in the Organizational Survey Process - Richard A Dunnington Consortium Surveys - Gary W Morris and Mark A LoVerde PART THREE: APPLICATIONS Surveying Pregnancy and Single Parenthood - Marie D Thomas and Patricia J Thomas The Navy Experience Understanding Sexual Harassment Through Organizational Surveys - Amy L Culbertson and Paul Rosenfeld Quality of Work Life Surveys in Organizations - Elyse W Kerce and Stephanie Booth-Kewley Methods and Benefits The Military Equal Opportunity Climate Survey - Dan Landis, Mickey R Dansby, and Robert H Faley An Example of Surveying in Organizations Identifying Security Risks in Organizations - Robert A Giacalone and Stephen B Knouse Development and Use of a Security Exit Survey Instrument

Willingness to Relocate for Employment: A Survey of Hispanics, Non-Hispanic Whites, and Blacks

Hispanics are underrepresented in many public-and private-sector organizations. This underrepresentation has led to calls for intensified targeted recruiting of Hispanics. The success of such recruiting efforts partially depends on the degree to which Hispanics are willing to relocatefor employment. The present study compared the geographic mobility of Hispanics (N = 704), non-Hispanic Whites (N = 525), and Blacks (N = 149). Persons who were applying for civil service jobs or taking civil service examinations in Corpus Christi Texas, completed a survey that assessed their likelihood of moving for employment. The results showed that Hispanics were as willing as Blacks and non-Hispanic Whites to relocate if incentives were high or the new employment areas had high Hispanic concentrations. If the new employment area did not have a high percentage of Hispanics, then Hispanics frequently indicated significantly less intention to move than did non-Hispanic Whites.

Turnover Among Hispanic and Non-Hispanic Blue-Collar Workers in the U.S. Navy's Civilian Work Force

Abstract Turnover rates and factors related to job turnover among Hispanic and non-Hispanic blue-collar employees in the U.S. Navys civilian work force were investigated. When the subjects started their jobs they were administered a questionnaire assessing possible predictors of turnover, such as acculturation level, method of recruitment, importance of job-related factors, and geographic location considerations. The Hispanic subjects were classified into low-acculturation (LAH) and high-acculturation (HAH) groups. Each subjects employment status (e.g., left vs. remained in the job) was determined 1 year from the date of initial employment, and its relationship to the predictors was analyzed. The results indicated that acculturation was related to turnover. The turnover rate for LAHs was significantly higher than it was for HAHs or for non-Hispanic Whites. Turnover was also higher for Hispanics who found their jobs through friends or relatives than for Hispanics who found their jobs through formal channels.

Diversity research in the United States Navy : an update

Abstract Researchers at the Navy Personnel Research and Development Center (NPRDC) have investigated issues related to gender, racial, and ethnic diversity for over two decades. Rosenfeld, M.D. Thomas, Edwards, P.J. Thomas, and E.D. Thomas (1991) provided a comprehensive review of NPRDC diversity research conducted between 1970 and 1990. This article examines NPRDC diversity research conducted during the past 5 years and identifies future research issues. The present review is divided into four major topic areas and a final section of conclusions and future directions. The first section describes the Navywide and unit-specific programs to assess equal opportunity climate and sexual harassment. The second section summarizes research pertaining to issues raised by womens changing roles and their increased participation in the Navy. In the third section, the findings of Navy discipline studies shed light on the issue of higher disciplinary rates among minority personnel. Research on Hispanics is reviewed in the fourth section. Finally, in the Discussion and Conclusions section, potential future research emphases are identified.