John G. Veres

Investigating newcomer expectations and job-related outcomes

The initial experiences of newcomers as they enter an organization can provide important information that substantially influences the subsequent relationship between the individual and the organization. For example, the application of realistic job previews (RJPs) often results in desirable organizational outcomes (e.g.,increased satisfaction and reduced turnover). RJPs are typically job specific and job-content laden and serve to reduce the expectations of organizational newcomers. The present study indicates that an expectation lowering procedure (ELP), which is not job specific and is relatively content free, may yield similar benefits (i.e., reduce expectations). Both the organizational implications of this research and suggestions for using ELPs in conjunction with RJPs in the newcomer socialization process are offered.

Improving the Reliability of Kolb's Revised Learning Style Inventory

The format of Kolbs Revised Learning Style Inventory (LSI II) was modified to eliminate a probable response bias and to investigate the inventorys subsequent reliability and stability. While internal-consistency estimates for the modified instrument dropped as expected in an initial study, test-retest reliabilities and kappa coefficients increased dramatically. A second study replicated the results of the initial research. The increased stability of the modified version argues against dismissal of the LSI as an instrument for the study of learning styles.

The Reliability and Classification Stability of the Learning Style Inventory

The Learning Style Inventory (LSI) and the newly revised Learning Style Inventory (LSI II) were examined for internal consistency, test-retest reliability and stability of the four classifications resulting from their scores. Internal consistency was much improved in the LSI II, but problems with low test-retest indices and classification stability continue to plague the instruments. The authors hypothesize that the observed improvement in internal consistency may be an artifact of the revised scoring scheme.

An Exploratory Examination of the Convergence between the Learning Styles Questionnaire and the Learning Style Inventory II

The Learning Styles Questionnaire (Honey and Mumford, 1979) and the Learning Style Inventory II (Kolb, 1985) were examined for convergence. The correlation between the dimensions of the two instruments ranged from .01 to .22, indicating a relatively low level of congruence. The results from this study were also compared to similar research conducted by Honey and Mumford. The correlations obtained in this study were considerably lower than those reported by Honey and Mumford, contradicting previous comparisons of instruments measuring learning style (Kirby, 1979). Psychometric difficulties associated with both instruments are discussed as impediments to establishing construct validity, along with directions for future research.

Training for Competence.

Competence has been defined as “the ability to meet or surpass prevailing standards of adequacy for a particular activity” (Butler, 1978 p.7). The authors describe in this article a framework for competency-based training, focused on the importance of training the public personnelist responsible for implementing staff development programs. Kolbs (1984) experiential learning model is suggested as a vehicle for instilling competencies which overcomes difficulties with many traditional, single modality approaches to training. The implications for public sector training programs are discussed.

Ability of deutan color defectives to perform simulated air traffic control tasks

ABSTRACT Air traffic controllers perform a variety of tasks which require them to identify, discriminate, and name colors. Qualification standards for this occupation require applicants and incumbents to have normal color vision. The validity of this standard has been questioned and is currently under review. In this study, 22 deutans and 78 normals were tested on a set of tasks which simulated critical tasks performed daily by air traffic controllers. The four tasks included discriminating red from black pencil marks on flight progress strips, color‐naming of 1° and 0.1° discs, and identification of colored line segments embedded in a multicolored background. Deutans classified as mild were found to perform all tasks as well as normals. Moderate deutans performed only the large disc color‐naming task as well as normals, whereas severe deutans performed none of the tasks as well as normals. Different methods for scoring the color vision tests were explored to determine their value as predictors of task performance. The D‐15 relative error score was found to be the single best predictor of performance on the tasks (r‐square = 0.602). It is concluded that mild deutan color defectives have adequate color vision for safe performance of several critical air traffic control tasks. Moderate and severe deutans do not. In addition, the results of several methods for scoring color vision tests can be used to predict group, but not individual, performance with high reliability.

Introversion-Extraversion, Self-Monitoring, and Applicant Performance in a Situational Panel Interview: A Field Study

This study investigated relationships between applicant introversion-extraversion, self-monitoring, and performance in a situational panel interview. Police officers applying for promotion to the rank of sergeant in a metropolitan police department participated in a selection interview and completed a personality questionnaire. Results showed self-monitoring moderated the relation between introversion-extraversion and interview performance. As predicted, the relationship was stronger for low self-monitors than for high self-monitors. Extraverted, high self-monitoring and introverted, low self-monitoring promotion candidates were rated highest by selection interview panelists.

A Practical Rationale for Using Multi-Method Job Analyses

Public sector personnelists are often asked to select or recommend a job analysis system. Selecting the approach which is most likely to meet their agencys needs is a complex task, demanding attention to factors such as staff requirements, type of information obtained, and legal ramifications. The Uniform Guidelines on Employee Selection Procedures, and judicial interpretation of legal requirements are of paramount importance in choosing a particular system. This paper examines three significant issues related to selecting a job analysis system, and recommends a multi-method approach as the best way to obtain useful information while complying with regulatory guidance and case law.

Training Appraisers: An Orientation Program for Improving Supervisory Performance Ratings.

This paper addresses managements need to train supervisory personnel in the use of employee performance appraisals. First, the application as well as the usefulness of the appraisal system is described — as dictated by and in relation to — recent litigation concerning discrimination charges. After exploration of the various approaches to employee evaluation, recommendations for effective training of supervisory personnel in implementing appraisal systems are presented. These recommendations take into consideration often neglected factors such as employee motivation, employee aptitude and discussion of performance evaluations with the employees.

Efforts in Organization Transformation: Getting your Money’s Worth

Public organizations in the United States during the past decade have been under new and substantial pressures to reinvent themselves. In addition to a series of US federal legislation actions — most notably the Government Performance and Reform Act of 1993 (GPRA; Public Law 103–62) — the executive branch, in the recommendations from the National Performance Review (NPR), has initiated an era of government reinvention. If this effort is to have more enduring impact than earlier attempts at governmental restructuring, new methods for organizing and managing change are required. The purpose of this article is to explore change and change measurement in US organizations, both private and public sector. In the first section, we shall briefly review the literature on forces that drive change. Then, we shall compare and contrast privateand public-sector forms of change by exploring salient issues and providing real-life examples as a focus for discussion. In the third section we shall review best practices from the published sources and our experiences, and describe how to add value to organizational change efforts. Finally, we shall summarize key change concepts to illustrate how US public-sector organizations can benefit from the methods employed by private industry.