Managerial Perceptions of Employee Commitment to the Organization

A model incorporating antecedents and outcomes of measures of manager-rated employee affective and continuance commitment was tested with 231 managers and 339 subordinates. Organizational citizenship behavior predicted manager-rated affective commitment, where-as side bets (age, tenure, and education) predicted manager-rated continuance commitment. Further, affective commitment was positively and continuance commitment negatively related to a variety of outcomes, including managerial potential and promotability. Implications are discussed

A Comparison of Self-, Peer, and Assessor Evaluations of Managerial Potential

Self-, peer, and assessor evaluations in an assessment center were compared to determine whether these three sources utilized the same types of performance information when making overall assessments of managerial potential. Peer and assessor evaluations were expected to show more similarity in terms of information usage than either source would show with self-evaluations. Participants were 186 employees of a large petroleum company rated in an assessment center. Self-, peer, and assessor evaluations were made on six performance dimensions and on overall managerial potential. Results supported the first hypothesis that self-assessments of managerial potential would be based to a greater extent on information not generated in the assessment center (due to pre-existing knowledge of the self) than would peer and assessor evaluations. However, the second hypothesis was not supported since assessors and peers weighted the six performance dimensions least similarly,contrary to predictions that self-ratings would be least similar. The impact of the rating context (job versus assessment center) was discussed as a possible explanation for the unexpected similarity of self-evaluations with both peer and assessor evaluations in the present study

Construct Validity of Two Categories of Assessment Center Dimension Ratings

The construct validity of assessment center final dimension ratings was examined within a nomological network of cognitive and personality measures. Four hundred forty-one employees of a large mid-western petroleum company were assessed on 11 dimensions in two broad categories and completed four tests. Results showed that several cognitive ability measures related more strongly to performance-style dimension ratings than to interpersonal-style dimension ratings, providing evidence for convergent and discriminant validity. Correlation analysis and factor analysis support the two a priori interpersonal- and performance-style categories. The results suggest that final dimension ratings possess construct validity and that assessors can differentiate between two broad categories of assessment dimensions

Distinctiveness of Three Work Attitudes: Job Involvement, Organizational Commitment, and Career Salience

nvestigated relationships among job involvement, career salience, and organizational commitment by examining (1) the empirical relationships among these work attitudes (WAs) and (2) the patterns of correlations between each of the 3 WAs and a set of demographic and job characteristics variables within the same sample. Ss were 449 city employees who completed a survey containing measures of the 3 work commitment attitudes, work values, and several job and demographic characteristics. Correlational and cluster analyses showed that career salience and organizational commitment were the most distinct WAs, whereas career salience and job involvement were the least distinct attitudes. Furthermore, work values were a strong antecedent of all 3 WAs. Results suggest that work commitment is both a global and a multifaceted construct

Construct Validity of Self- and Peer Evaluations of Performance Dimensions in an Assessment Center

The construct validity of final self- and peer evaluations in an assessment center was examined within a nomological network of conceptually related and unrelated variables. Data included self-, peer, and assessor evaluations; cognitive ability and personality measures; and job advancement. The evidence for construct validity was stronger for peer than for self-evaluations and for more easily observable dimensions than for dimensions requiring greater inferential judgment. Self- and peer evaluations were associated with assessor ratings of management potential, whereas only peer evaluations predicted job advancement. Implications for the use of self- and peer evaluations in assessment centers and the need for further research are discussed

Toward a Perceptual Model of Smoking Policy Satisfaction

Influences on employee satisfaction with company smoking policies were examined with a perceptual model involving smoking policy restrictiveness, smoking status, smoking attitudes, and perceptions of policies (pro- versus anti-smoking). Although the responses of American students to systematically varied written scenarios supported most predictions based on the model, significant nonlinear relationships between policy perceptions and policy satisfaction suggested the need for a more elaborate theory than originally proposed

Construct Validity of Measures of Becker\u27s Side Bet Theory

A 32-item measure of Becker\u27s original side bet theory of organizational commitment was developed and evaluated for construct validity. Three hundred twenty-seven working MBA students completed surveys. Performance and organizational citizenship behavior was provided by 99 managers. Results revealed five distinct factors, three of which closely reflected Becker\u27s side bet categories of impersonal bureaucratic arrangements, individual adjustment to social positions, and nonwork concerns. After accounting for affective, normative, and continuance commitment, the individual adjustment to social positions side bet scale was related to both altruism and compliance forms of citizenship behavior, though only the organizational responsibility side bet was associated with intention to leave and none of the side bet scales were significantly associated with job performance