Conceptual and empirical analysis of military recruit training attrition.

A role choice model, which included attraction, expectancy, and intention indexes for both civilian and military roles, was used to analyze the recruit training turnover behavior of 1,521 male Marine Corps recruits. Demographic, expected leadership, and expected job content were also measured at the beginning of recruit training. It was found that on the way into recruit training, subsequent graduates and dropouts differed significantly on 20 of 29 variables, including intention to complete their enlistments, expectancy of completing their enlistments, attraction to the Marine role, and a number of other expected organizational and demographic variables. When the variables were subjected to stepwise multiple regression, a multiple R of .30 was observed for 11-wk recruit training attrition, with expectancy of completing, education, Marine role outcome expectancies, expectancy of finding an acceptable civilian role, and intention to complete being the 1st 5 variables to enter the equation. Results support the usefulness of moving beyond demographic prediction of attrition, including perception and evaluation of alternative roles, and exploring more closely the organizational entry process. (28 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of dispositional and situational antecedents in prosocial organizational behavior: An examination of the intended beneficiaries of prosocial behavior.

Research has not adequately separated the factors responsible for prosocial behaviors intended to benefit specific individuals from those intended to benefit an organization. Antecedents of the behavior of 100 secretaries were examined as a function of the beneficiary of the behavior. The value of concern for others and empathy explained significant variance in prosocial behaviors directed only at specific individuals (prosocial individual behavior). Perceptions of reward equity and recognition explained significant variance in behaviors directed only at the organization (prosocial organizational behavior). With these effects removed, the relationship between job satisfaction and prosocial organizational behavior was no longer significant, whereas the relationship between job satisfaction and prosocial individual behavior remained significant. Results suggest that the psychological processes that underlie prosocial behavior are different depending on the beneficiary of the behavior. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effect of values on perception and decision making: A study of alternative work values measures.

Four alternative methods of measuring values were used to examine the impact of work values on perception and decision-making tasks. Perception and its relation to values was assessed using interpretation of ambiguous stimuli. The effect of values on decision making was evaluated using within-subject regression analyses of 20 separate decisions. A total of 103 undergraduate subjects completed values measures and the perceptual and decision-making tasks in three work sessions, each separated by from 2 to 4 days. A rank order measure of values related more consistently to perception and decision making than did other measurement methods. Results also provide some support for a theory of values in which values affect perceptual organization and act as a guide to decision making. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Considering situational and dispositional approaches to rational self-interest: An extension and response to De Dreu (2006).

The authors respond to C. K. W. De Dreu's (2006; see record 2006-20695-004) critique of their article (B. M. Meglino & M. A. Korsgaard, 2004; see record 2004-21169-004) published in the special section on Theoretical Models and Conceptual Analyses of the Journal of Applied Psychology. They maintain that De Dreu misinterprets their definitions and the psychological processes they addressed and thus raises a number of issues that are not relevant to their model. Meglino and Korsgaard's model focuses on the distinction between rational self-interest and other orientation, whereas the approach taken by De Dreu focuses on the distinction between rational self-interest and collective rationality. In this response, the authors clarify this distinction, address discrepancies between these two approaches, consider the effect of goals and rationality on other orientated behavior, and suggest directions for future research. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Considering Rational Self-Interest as a Disposition: Organizational Implications of Other Orientation.

In contrast with major theories of attitudes and behavior, the authors propose that individuals are not equally motivated to pursue their self-interests. The authors show that differences in other orientation affect the extent to which actions and attitudes reflect self-interested calculation (instrumental rationality) and the extent to which beliefs represent their external environment (epistemic rationality). These differences have consequences for processes underlying a wide range of attitudes and behavior typically assumed to be rationally self-interested. Thus, the authors' model exposes a common explanation for diverse organizational phenomena. It also clarifies inconsistencies surrounding the validity of certain attitudinal and motivational models, the relationship between job attitudes and actions, cross-cultural differences in attitudes and behavior, escalation of commitment, and the relationship between chief executive officer characteristics and organizational performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Beyond helping: Do other-oriented values have broader implications in organizations?

On the basis of H. A. Simon (see record 1991-15229-001), the value of concern for others is proposed to derive from a process whereby individuals accept social information without carefully weighing its personal consequences. This value may thus reflect a sensitivity to social information that is unrelated to helping others. In 3 studies examining individuals' reactions to performance feedback, the reactions of persons high in concern for others were less contingent than those of persons low in concern for others on the personal costs and benefits of accepting and responding to feedback. In contrast, persons low in concern for others were likely to reject feedback that did not result in valued personal outcomes. Because many models of organizational behavior maintain that individuals act on the basis of their evaluation of personal consequences, this value may relate to a wide range of organizational phenomena. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Paying you back or paying me forward: Understanding rewarded and unrewarded organizational citizenship behavior.

The definition of organizational citizenship behavior (OCB) has evolved from one in which the behavior is unrewarded to one in which rewards play a significant role. As a result, little is known about mechanisms that sustain unrewarded OCB. We used the theory of other orientation to examine 2 mechanisms based on the norm of reciprocity: the obligation to reciprocate the benefits already received from another (“paying you back”) and the expected reciprocity that one’s actions will stimulate future benefits from another (“paying me forward”). We propose that these mechanisms are more or less influential depending on one’s motivational orientation. In 3 experiments using both trait and state indicators of other orientation, we found that the prosocial behavior of individuals higher in other orientation was more strongly influenced by the obligation to reciprocate and less affected by the expectation of reciprocity. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Review and conceptual analysis of the employee turnover process.

Research on employee turnover since L. W. Porter and R. M. Steers's (see record 1974-04029-001) analysis of the literature reveals that age, tenure, overall satisfaction, job content, intentions to remain on the job, and commitment are consistently and negatively related to turnover. Generally, however, less than 20% of the variance in turnover is explained. Lack of a clear conceptual model, failure to consider available job alternatives, insufficient multivariate research, and infrequent longitudinal studies are identified as factors precluding a better understanding of the psychology of the employee turnover process. A conceptual model is presented that suggests a need to distinguish between satisfaction (present oriented) and attraction/expected utility (future oriented) for both the present role and alternative roles, a need to consider nonwork values and nonwork consequences of turnover behavior as well as contractual constraints, and a potential mechanism for integrating aggregate-level research findings into an individual-level model of the turnover process. (62 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Initial decisions and subsequent performance ratings.

Examined how information initially encountered for one decision was later used for evaluating ratee performance. 101 undergraduates viewed videotaped performances of 4 male carpenters performing 4 tasks. Half of the Ss were instructed to view the performance with the intent of rating the deservedness of each worker for outside contracting work; the other half were asked to designate the one best worker for this work. Two days later, 70 of the 101 Ss were asked to rate (from memory) each worker's performance. Findings indicate that raters initially designating one worker for a positive outcome rated all workers higher than raters making initial deservedness ratings. This elevation in ratings, which occurred for both subsequent overall evaluations and task ratings, may have reflected both the tendency to inflate ratings given the individual receiving the initial treatment and leniency toward the other ratees for whom representations of ability may not have been well established or remembered. Overall delayed performance ratings were influenced by these initial contextual factors. Results suggest that the pattern in which information is presented to raters and the nature of previous decisions may affect memory-based performance ratings. (26 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual outcomes.

The purported advantage of a strong corporate culture presumes that positive outcomes result when peoples' values are congruent with those of others. This was tested by using a design that controlled for artifacts in prior studies. Participants, 191 production workers, their supervisors (N?=?17), and 13 managers at a large industrial products plant, completed questionnaires containing measures of job satisfaction, organizational commitment, and work values. Responses were later matched with the attendance and performance records of the production workers in the sample. Results showed that workers were more satisfied and committed when their values were congruent with the values of their supervisor. Value congruence between workers and their supervisors was not significantly correlated with workers' tenure; however, its effect on organizational commitment was more pronounced for longer tenured employees. (PsycINFO Database Record (c) 2010 APA, all rights reserved)