Measured job performance increases resulting from improved selection validity for most white-collar jobs in the federal government. Results indicated that selection of a one-year cohort produces increases in output worth up to $600 million for each year that the new employees remain employed by the government. (Author/BL)

Examined 29 salary discrimination court cases to determine how organizations can refute regression analysis that leads to inference of discrimination in compensation. Found it equally effective for organization to introduce its own regression, other statistics, or no statistics. Plaintiff won all cases when discrimination was proven in promotion;…

Salary increases were allocated to hypothetical job holders who varied in the criticality of their positions for accomplishment of organizational goals, occupational marketability, job performance, personal need for money, and increase in capability since the last performance review. Results indicated that though performance had the largest…

Compared motivation and values in Japanese and American managers who completed the Rokeach Values Survey and an upward mobility questionnaire. Results showed the Japanese attached greater importance to socially beneficial values but also valued accomplishments, advancement, and money, in contrast to American emphasis on individuality and…

Assessment centers are very popular with professionals and practitioners involved in selection of management personnel. This research focuses on assessment center validity, i.e., while much attention has been given to predictor (assessment center) characteristics as they influence prediction hit rates, this paper examines the differential…

Investigated managers' salary decisions for 104 hypothetical employees experimentally varied on performance level, performance consistency, tenure, current salary, and external job offer. Found main effects of these five characteristics to account for an average of 77% of variance in raise decisions. Found substantial individual differences among…

This study examines the power of (the management) assessment center to predict job performance, analyzes the structure of the assessment ratings that enter into that prediction, and provides separate analyses for white and black (female) subjects. (Author)

Solicited paired comparison evaluations for a group of savings and loan association branch managers. Peer evaluations were obtained from 16 of these managers; supervisory evaluations were obtained from four officers. Interjudge agreement (both within and between groups) was high. Peer-generated evaluations assisted officers in making acceptable…

The basic proposition of Lawler's model explains only a moderate amount of pay satisfaction. Dyer and Theriault add pay administration variables to Lawler's model. This expanded model accounts for more pay satisfaction variance and predicts consequences, i.e., turnover, absenteeism and pro-union attitudes, of pay dissatisfaction. (Author)

Examined the effects of candidate characteristics on simulated management promotion decisions. Managers (N=72) participated as decision makers in a half-day exercise. Four candidate characteristics were manipulated. The results showed that potential, assessment center information, and position in the organization were important in selecting…

Standards for validity contained in the new Uniform Guidelines are probably not being met with most student rating forms in use. Administrative decisions must be based on valid information and permit equal employment opportunities. Research on sources of variance in ratings is needed. (JAC)

A propositional analysis of the female performance literature concludes that methodological problems may be contributing to invalid conclusions concerning female performance, and efforts to improve performance. It is concluded that organizational initiates designed to aid women have not been significant. (Author)