Employee deviance may reflect either acts of employee theft or of production deviance. Employee theft refers to the unauthorized taking of cash, merchandise, or property. Production deviance refers to counterproductive activities which serve to slow the rate or quality of output, such as intentionally doing slow or sloppy work or using drugs on…

Psychologists, by the very nature of their work, are faced with practicing at the borders of their competence, for two reasons. First, they may encounter certain clients or situations for which they are only minimally prepared; and second, as human beings they are subject to the same destructive effects of untoward life events as their clients,…

Surveyed graduates in counseling psychology to determine which activities and competencies were important for effective job performance and to what extent doctoral training programs provided adequate training in those areas. Although overall discrepancies between job needs and training needs were moderate, several recommendations were derived from…

Reviews the results of recent studies on four themes (productivity, power, performance, and promotion) in female management behavior and leadership styles. (Author/BL)

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)

Evaluated a behavior modeling training program for sales representatives (N=58) in relation to effects on their sales performance. Results showed participants increased their sales by an average of seven percent during the ensuing six-month period, while the control group showed a 3 percent decrease. (JAC)

A management simulation is used to assess the effects of flexible retirement policies on personnel decisions for employees nearing retirement age. Flexible options significantly reduce termination rates for older workers who would otherwise be viewed as unemployable. (SK)

Survey responses from 270 of 451 workers suggested that active effort at work is related to opportunities for participation and recognition. Satisfaction, supervisor relations, seniority, and wages have little effect on effort. High white-collar workers report significantly higher effort and satisfaction. (SK)

Offers a four-step approach that highlights the key issues at each stage of the coaching process: (1) contract with the client; (2) observe and assess needs; (3) constructively challenge; and (4) handle resistance. (JOW)

Discusses the lifecycle of an organization from start-up through growth, maturity, decline, and, finally, closing. Suggests strategic performance facilitation as a way to involve workers in the process of collecting information and providing solutions. (JOW)

A survey on learning processes received 90% response from 141 managers in Brunei. Individual learning was not significantly related to organizational learning. Learning within teams was partially related to organizational learning. Cross-functional team learning was significantly related to organizational learning. A three-factor model of…

Comparison of the performance of two information systems development teams similar in demographics and cognitive ability revealed that significant differences in personality type, as measured by the Myers Briggs Type Indicator, determined performance differences. Better performance was influenced by balance of types, good match between…

Graduate students were trained as raters either using frame of reference (FOR, n=220, behavior observation training (BOT, n=21), or performance appraisal (controls, n=21). They rated videotaped lecturers twice. FOR increased number of behaviors recalled; FOR and BOT improved recall quality. FOR improved rating accuracy even after 2 weeks.…

Introduces and draws on other papers in this issue to discuss how task performance is achieved in workplace settings and the extent to which the knowledge needed for task performance is generic. Explores these questions from a variety of theoretical frameworks. (SLD)

Discusses the difficulty in measuring the return on investment in e-learning. Describes multilevel measurements, including participant expectations, cost effectiveness, speed, and performance improvement. (JOW)