A Critical Examination of Zero-Tolerance Policies in the Workplace

In the wake of costly sexual harassment scandals and recent Supreme Court decisions, the concept of zero tolerance has been widely advocated.  Yet, little is known about its effectiveness or liabilities.  This interdisciplinary panel takes a critical view of zero tolerance and explores other strategies for effectively ending and preventing workplace sexual harassment and discrimination.

Margaret S. Stockdale, Southern Illinois UniversityCarbondale, Chair

Susan Bisom-Rapp, Thomas Jefferson School of Law, Panelist

Jane Goodman-Delahunty, U.S. Equal Opportunity Commission, Panelist

Barbara A. Gutek, University of Arizona, Panelist

Freada Klein, Klein and Associates, Panelist

Maureen OConnor, John Jay College of Criminal Justice, Panelist

Leaders of Diverse Work Groups: Understanding the Challenges
and Exploring Strategies for Success

Current research findings will be presented that highlight four major challenges facing leaders of diverse work groups: managing perceptions of diversity initiatives, managing cultural differences in work groups, developing multicultural competence, and understanding leadership in different cultures.  Data-driven recommendations for overcoming such challenges will be discussed.

Donna Chrobot-Mason, University of ColoradoDenver, Chair

Lori Anderson, Colorado State University, George C. Thornton, Colorado State University, Jeanette N. Cleveland, Pennsylvania State University, Support for Affirmative Action Initiatives among Diverse Groups: The Role of Ethnic Identity

Eugene F. Stone-Romero, University of Central Florida, Dianna L. Stone, University of Central Florida, Eduardo Salas, University of Central Florida, Mark Hartman, University of Central Florida, Elizabeth J. Muniz, University of Central Florida, Differences in the Work-Related Values and Behaviors of Hispanic-Americans and Anglo-Americans  

Donna Chrobot-Mason, University of ColoradoDenver, Developing Multicultural Competence to Improve Cross-Race Work Relationships  

Melenie J. Lankau, University of Georgia, Beth G. Chung, San Diego State University, A Comparison of American and International Prototypes of Successful Managers

Robert L. Dipboye, Rice University, Discussant

Bernardo M. Ferdman, California School of Professional Psychology, Discussant

Expanding Turnover Research: Exploring Individual, Group,
and Organizational Linkages

The record high employment level and booming economy are putting increased pressure on organizations to retain their employees.  New lines of research on turnover and retention are presented from several vantage points: individual, group, and organizational levels.  While bridging across these levels, issues relevant to both theory and practice are represented.

James D. Westaby, Columbia University Teachers College, Co-Chair

Wendy L. Richman-Hirsch, William M. Mercer, Inc., Co-Chair

Thomas W. Lee, University of Washington, Terence R. Mitchell, University of Washington, Why People Stay: More on Job Embeddedness

Alain R. Salamin, University of Lausanne, Peter W. Hom, Arizona State University, Cross-Cultural Test of the Curvilinear Performance-Turnover Relationship: The Case of Swiss Bank Personnel

James D. Westaby, Columbia University Teachers College, John M. Perez, Columbia University, Using Accessible Reason Constructs to Gain New Insight into Turnover Processes

Naomi G. Dyer, University of Maryland, William P. Sipe, University of Maryland, Luis F. Parra, William M. Mercer, Inc., Richard A. Guzzo, William M. Mercer, Inc., Dynamics of Diversity: Consequences of the Changing Composition of Workgroups on Turnover

Douglas W. Dwyer, William M. Mercer, Inc., Wendy L. Richman-Hirsch, William M. Mercer, Inc., Stefan Gaertner, William M. Mercer, Inc., Making the Business Case: The Impact of Turnover and Intent to Quit on
Business Performance

Joseph G. Ross, University of Colorado, Discussant

Integrating Image and Fit in Applicant Attraction Research

The likelihood that an individual will apply to an organization is related to the overall image that the potential applicant holds of the company and the compatibility between the individual and organization (P-O fit). This symposium contributes to applicant attraction research by integrating P-O fit and various conceptualizations of image.

Jerel Slaughter, Louisiana State University, Chair

Cynthia Kay Stevens, University of Maryland, Lisa Dragoni, University of Maryland, Christopher Collins, Cornell University, Familiarity, Organizational Images, and Perceived Fit as Antecedents to the Application Decisions of New Graduates

Jerel Slaughter, Louisiana State University, Michael Zickar, Bowling Green State University, Scott Highhouse, Bowling Green State University, David Mohr, Bowling Green State University, Derek A. Steinbrenner, Cambria Consulting, Jimmie K. OConnor, Bowling Green State University, Personality Trait Inferences About Organizations: Development of a Measure and Tests of the Congruence Hypothesis

Christine Scheu, Michigan State University, Ann Marie Ryan, Michigan State University, Achieving Recruitment Goals: Applying What We Know About Person-Organization Fit Across a Range of Recruitment Image

Annelies Van Vianen, University of Amsterdam, Agneta H. Fischer, University of Amsterdam, Person-Culture Fit: Attractiveness of Top Management Positions for Women

Daniel M. Cable, University of North Carolina, Discussant

Michele E. A. Jayne, Ford Motor Company, Discussant

Is There a Role for Strategic Evaluation in I-O Interventions?

Strategic evaluation assesses the effectiveness and utility of organizational programs against business strategy and desired outcomes. This practitioner forum is designed to share the nature and value of strategic evaluation with I-O practitioners, arguing that evaluation of this type is beneficial and essential to I-O psychology. Discussant Michael Campion will respond in what we expect to be an enlightening exchange of ideas.

Jennifer W. Martineau, Center for Creative Leadership, Chair

Dale S. Rose, 3D Group, If We Dont Evaluate Our Work, Who Will?

Jennifer W. Martineau, Center for Creative Leadership, Value Added: Evaluations Contribution to I-O Interventions

Jeanne Carsten, Chase Manhattan Bank, Realizing the Benefits of Strategic Evaluation in the New Economy

Steven D. Jones, Middle Tennessee State University, Translating Business Strategy into Performance Measures: A Tool or an Evaluation?

Michael A. Campion, Purdue University, Discussant

Modern Analytic Techniques in the Study of 360-Degree Performance Ratings

Sophisticated methods are increasingly being used to evaluate the psychometric properties of 360-degree performance ratings. This symposium will demonstrate the use of IRT, CFA, and RWG to elucidate rater and source effects; IRT sampling requirements; and how Differential Item Functioning may be expected due to contextual complexity.

Robert B. Kaiser, Kaplan DeVries Inc., Co-Chair

S. Bartholomew Craig, Kaplan DeVries Inc., Co-Chair

James M. LeBreton, University of TennesseeKnoxville, Jennifer R. D. Burgess, University of TennesseeKnoxville, E. Kate Atchley, University of TennesseeKnoxville, Robert B. Kaiser, Kaplan DeVries Inc.,
Lawrence R. James, University of TennesseeKnoxville, True or False?: Different Sources of Performance Ratings Dont Agree

Rachel S. Tears, Auburn University, Ryan Shaemus OLeary, Auburn University, Jeffrey D. Facteau, Auburn University, Do Rating Sources Matter?  A Replication of Mount, Judge, Scullen, Sytsma, and Hezlett (1998)

Michael A. Barr, Illinois Institute of Technology, Nambury S. Raju, Illinois Institute of Technology, IRT-Based Assessments of Rater Effects in Multiple Source Feedback Instruments

S. Bartholomew Craig, Kaplan DeVries Inc., Robert B. Kaiser, Kaplan DeVries Inc., Violating the Independent Observations Assumption in IRT-Based Analyses of 360-Degree Instruments: Can We Get Away With It?

Jim Penny, Center for Creative Leadership, DIF as a Natural Consequence: Maybe Some Clouds Do Have a
 Silver Lining

Francis J. Yammarino, SUNYBinghamton, Discussant

Person Perception in Organizations: The Heart and Mind of I-O Psychology

Person perception is the heart of many I-O psychology-based organizational processes. Presenters offer a model of person perception and then explore issues of social cognition and interpersonal judgment in employment interviews, assessment centers, promotion decisions, and executive coaching. Methods for enhancing interpersonal judgment in organizations are discussed.

Manuel London, SUNYStony Brook, Chair

Richard J. Klimoski, George Mason University, Lisa M. Donahue, George Mason University, Person Perception in Organizations: Basic Theory and Research

Charles K. Parsons, Georgia Tech, Robert C. Liden, University of IllinoisChicago, Talya N. Bauer, Portland State University, Person Perception in Employment Interviews

Valerie Sessa, Center for Creative Leadership, Perceptual Processes in Promotion Decisions

Paul R. Sackett, University of Minnesota, Kathleen Tuzinski, University of Minnesota, The Role of Dimensions and Exercises in Assessment Centers

James W. Smither, LaSalle University, Susanne P. Reilly, Right-Manus Consulting, Person Perception in
Executive Coaching Relationships

Milton D. Hakel, Bowling Green State University, Discussant

Understanding EmployeeOrganization Relationships:
Exchange Processes, Violation, and Psychological Contracts

The past decade has seen a growing interest in understanding the changing employment relationship.  This symposium presents new research addressing the measurement of exchange processes, factors underlying the development of employeeorganization exchanges, the effects of exchanges, and the impact of failure of organizations and employees to fulfill their obligations. 

Lois E. Tetrick, University of Houston, Co-Chair

Lynn M. Shore, Georgia State University, Co-Chair

Lynn M. Shore, Georgia State University, Lois E. Tetrick, University of Houston, Sandy J. Wayne, University of Illinois at Chicago, William H. Bommer, Georgia State University, The Role of Social and Economic
 Exchanges Between Employees and Organizations

Neta Moye, University of Maryland, Kathryn M. Bartol, University of Maryland, Re-Framing the Psychological Contract: Social Exchange-Based Dimensions and Their Relationship to Identification and Performance

Lois E. Tetrick, University of Houston, Lynn M. Shore, Georgia State University, William H. Bommer, Georgia State University, Sandy J. Wayne, University of IllinoisChicago, Effects of Perceptions of Employers Failure to Keep their Promises: An Application of ELVN-P

Kyle Lewis, University of TexasAustin, M. Susan Taylor, University of Maryland, Reciprocity from the Organizations Side: How Manager-Agents React to Employee Psychological Contract Breach

Denise M. Rousseau, Carnegie Mellon University, Discussant

Soft Factors in a Soft Area: Emotions in Service Encounters

We assume that service encounters are mainly driven by emotions and therefore will ask: Which emotions matter in different service environments?  How emotions are exchanged in service-providerclient-interactions? How can we explain the (un-)pleasantness of the power dimension? What is the relationship between managers personalities and service atmosphere?

Avraham N. Kluger, Hebrew UniversityJerusalem, Chair

Michael Frese, University of GiessenGermany, Chair

Avraham N. Kluger, Hebrew UniversityJerusalem, Anat Rafaeli, TechnionIsrael Institute of Technology, Can Happiness Be Bad for Business?

Angelo Giardini, University of GiessenGermany, Michael Frese, University of GiessenGermany, Affective
Complementarity in Service Interactions

Varda Wasserman, Hebrew UniversityJerusalem, Avraham N. Kluger, Hebrew UniversityJerusalem, Power-Related Emotions Expressed Towards Aesthetics of Service Organizations

Seth Hayes, University of Maryland, Mina Huang, University of Maryland, Amy N. Salvaggio, University of Maryland, Benjamin Schneider, University of Maryland, Manager Personality and Climate for Service

David E. Bowen, Thunderbird, Discussant

I-O Psychologists in Organizations: Making a Difference, Gaining Respect

Is it true that I-O psychologists dont get no respect? This panel will examine ways in which I-O psychologists can gain influence and respect as practitioners in a variety of organizations, private and public, without losing their I-O identity.  Implications for education and training will be included.

Lynn R. Offermann, George Washington University, Chair

Marilyn K. Gowing, U.S. Office of Personnel Management, Panelist

Laurie A. Broedling, LB Organizational Consulting, Panelist

Jeffrey J. McHenry, Microsoft Corporation, Panelist

Mirian M. Graddick-Weir, AT&T, Panelist

Irwin L. Goldstein, University of Maryland, Panelist

Stress, Integrated Health and Well-Being in a Global Work Context

This symposium extends psychologys concern for stress, health, and well-being.  Four presentations consider new research on the happy/productive worker, a Mind-Body Disequilibrium (MBD) homeopathic model of integrated health, the benefits of organizational commitment on worker health, and offers guidelines for stress and coping in a global work context.

James Campbell Quick, University of Texas at Arlington/U.S. Air Force Reserve, Co-Chair

Joanne H. Gavin, University of Texas at Arlington,

Thomas A. Wright, University of NevadaReno, Laurie G. Larwood, University of NevadaReno, A Further Look at the Happy/Productive Worker Thesis

W. John Diamond, Triad Medical Center, The Contribution of the Workplace to Mind/Body Dysfunction

Russell S. Cropanzano, Colorado State University, J. Ragan Ward, Colorado State University, Patricia A. Aloise-Young, Colorado State University, Organizational Commitment, Worker Health, and Life Satisfaction: An Identity Theory Approach

Rabi S. Bhagat, University of Memphis, Stress and Health in Organizational Contexts: An International Perspective

Going Postal: The Truth About Violence in the Postal Service

A comprehensive, independent study of violence in the U.S. Postal Service and USPSs efforts to prevent violence and improve the work environment are presented. The discussion addresses the most extensive examination of workplace violence ever conducted, as well as an innovative dispute resolution process in the United States second largest employer.

Richard D. Arvey, University of Minnesota, Chair

Naomi Goldstein, U.S. Postal Service, Panelist

Laree Martin, U.S. Postal Service, Panelist

Suzanne Milton, U.S. Postal Service, Panelist

Ann M. Quigley, U.S. Postal Service, Panelist

Teams, Leadership, and Conflict

The Conflict Dynamics Profile: A Multirater Behavioral Measure Of Conflict

Mark H. Davis, Eckerd College

Sal Capobianco, Eckerd College

Linda A. Kraus, Certified Mediator

This paper describes a new multi-rater instrument for measuring conflict behaviorthe Conflict Dynamics Profile (CDP).  Unlike existing style-based measures, the CDP focuses on 15 specific, concrete behavioral responses to conflict.  Evidence is presented which supports both the reliability and validity of the instrument.

The Influence of the Temporal Nature of Relationship
Development on LMX, OCBs, and Performance

Michael Hepperlen, University of NebraskaOmaha

Roni Reiter-Palmon, University of NebraskaOmaha

Despite recent growing interest in leader-member exchange (LMX) theory, few researchers have examined the underlying processes involved in LMX development. The present field study examined the temporal nature of relationship development and its interrelationship with LMX, OCBs, leader-member similarity, and both subjective and objective performance assessment.

Best of Both Worlds: Quantitative and Qualitative Approaches
to Assessing Breach and Retaliation

Sandra Rever-Moriyama, SMED International/University of Calgary

Jean Wallace, University of Calgary

This paper discusses the advantages to using the retrospective report method and combining quantitative and qualitative approaches to assessing psychological contract breach and retaliatory behaviors.  The results suggest that participant responses differ significantly depending on which method is used.  The methodological implications of these results are discussed.  

Should I Stay or Should I Go? Predicting Team Viability

Mahmut Bayazit, Cornell University

Elizabeth A. M. Mannix, Cornell University

Teams with low relationship conflict, high efficacy, and high performance are found to have high team viability. The interaction hypothesis that team members may be willing to tolerate relationship conflict if they perceive high team efficacy is not supported. Implications for research and practice are discussed.

The Influence of Impression Management on Organizational
Outcomes: A Meta-Analysis

Nhung T. Nguyen, Virginia Commonwealth University

Michael A. McDaniel, Work Skills First, Inc.

A meta-analytic investigation on 69 correlation coefficients across 8,650 people revealed a moderate positive effect for impression management across organizational outcomes: performance rating, promotability, supervisor liking, peer liking, interview rating, and Leader-Member-Exchange quality. However, the effect was moderated by specific impression management tactics used as well as specific organizational outcome. 

Airline Employee Satisfaction and Airport Station Performance

Delbert M. Nebeker, Alliant University

Hamady D. Diallo, Alliant University

Agnieszka M. Czekajewski, Alliant University

Philipp D. Werenfels, Alliant University

Bernardo M. Ferdman, Alliant University

Licia Busso, Alliant University

Satisfaction data from 12,842 airline employees at 60 airport stations was used to explore the relationship between station satisfaction levels and airport station performance.  Results indicate that employee satisfaction is related to performance and that traffic volume and employee affective commitment interacts in determining customer satisfaction.

Assessing General Attitudes about Workgroups:
Scale Development and Validation

Rebecca A. Henry, Purdue University

Tatana Olson, Purdue University

This research summarizes the development of a measure of general attitudes about working in groups.  Three dimensions are theorized, each reflecting a distinct potential benefit of working collaboratively (intrinsic, task, and social benefits). Results from two studies support this conceptualization and provide good evidence of the scales construct validity. 

A Meta-Analytic Investigation of the Relationship Between
Individual Differences and Leader Effectiveness

Robyn Maldegen Youngjohn, Texas A&M University

David J. Woehr, University of TennesseeKnoxville

This meta-analysis investigated the relationship between individual differences and leader effectiveness.  It found individual characteristics differentially predicted leader effectiveness with correlations ranging from .1271.  The variables most highly correlated with leader effectiveness were charisma, management skills, decision making, and dominance.  Leader level and the type of criterion measure used were found to moderate the relationship between individual characteristics and leader effectiveness.

Applying Social Cognitive Theory to Leadership: A New Paradigm

Michael J. McCormick, University of HoustonClear Lake

David J. Woehr, University of TennesseeKnoxville

The relationship between leader self-confidence and leadership success has long been noted.  Yet, absent from the literature is a theoretical explanation.  A new leadership paradigm is proposed based on Banduras (1986) social cognitive theory that can explain this relationship.  Implications for leadership research are discussed. 

Need for Cognition as an Intrinsic Motivator in Collective Performance

Brian N. Smith, Virginia Commonwealth University

Michael J. Markus, Virginia Commonwealth University

Natalie A. Kerr, Virginia Commonwealth University

Mark F. Stasson, Virginia Commonwealth University

The present study examined whether need for cognition moderates social loafing effects. As predicted, high need for cognition individuals did not engage in social loafing on a cognitively engaging task.  Low need for cognition individuals, on the other hand, performed significantly better in the coactive than in the collective condition.

The Interactive Effects of Pro-Political Behavior and Politics Perceptions

Wayne Hochwarter, University of Alabama

It was hypothesized that political behavior and perceived politics would interact such that those who reported greater use of these tactics would be more satisfied and committed when work environments were viewed as political in nature.  Data gathered from 131 police officers provided strong support for this hypothesis. 

Predicting Supervisor Support for Empowered Work Teams

Madeline Wu, University of Western Australia

John Cordery, University of Western Australia

David Morrison, University of Western Australia

The relative efficacy of the theories of reasoned action and planned behavior (two versions) were assessed in explaining and predicting supervisor intentions in facilitating employee empowerment. Data from 502 supervisors indicated that the second version of the theory of planned behavior provided the best fit to the data.

Effects of Cognitive Ability, Self-Monitoring,
and Emotional Intelligence on Performance

Sophia Cho, Pennsylvania State University

Previous research has demonstrated that cognitive ability and personality differentially predict task and contextual performance.  The current study examined self-monitoring and emotional intelligence as predictors of contextual performance.  Results indicated that cognitive ability predicted task performance and emotional intelligence predicted contextual performance; self-monitoring did not predict contextual performance.

Disentangling Sources of Egocentric Bias in Negotiation

Robert D. Yonker, University of MissouriSt. Louis

Paul W. Paese, University of MissouriSt. Louis

This research disentangled the sources of the egocentric bias in negotiation by improving upon the methodology of previous experiments.  Results indicated that, while judgments of a fair settlement point were the most egocentric under conditions that allowed for selective encoding, these conditions were not necessary for the bias to occur.

Restrictiveness and Effectiveness of Downward Influence Tactics

Dimitri Liakhovitski, Mercer Delta Consulting/International Survey Research

Scott J. Behson, Fairleigh Dickinson University

Two studies empirically tested a theoretical model of downward influence tactics (ITs) effectiveness.  The model states that ITs differ in the degree of their restrictiveness.  Perceived ITs restrictiveness is expected to influence subordinates reactions (commitment, mere compliance, or resistance) to their superiors influence attempts.  Overall, the data supported the model.

Pygmalion Effects Among Outreach Supervisors and Tutors:
Extending Gender and Ethnic Generalizability

Gloria Natanovich, Tel Aviv University

Dov Eden, Tel Aviv University

Randomly assigned supervisors were told that their subordinates were ideally qualified; control supervisors were told nothing.  The experimental supervisors provided better leadership and experimental subordinates increased their self-efficacy.  Better performance among experimental subordinates confirmed the Pygmalion hypothesis.  These effects were replicated in all four supervisor-subordinate gender combinations and among Arab women.

An Experimental Study of Affect and Gender in Leader-Member Exchange

Neal M. Ashkanasy, University of Queensland

Michael Newcombe, University of Queensland

Five hundred thirty-seven participants viewed videotapes of leaders giving positive and negative feedback with congruent and incongruent emotional expressions.  Results supported hypotheses that positive and message-congruent affect leads to higher ratings of leader-member exchange quality.  When giving negative feedback accompanied by negative affect, female leaders were rated lower than males. 

The Acceptance of Femininity: Sex, Gender, Identification and Leadership

Ronit Kark, University of Michigan

Boas Shamir, Hebrew University

Using carefully matched samples of bank managers, differences between men and women managers in leadership styles, perceived femininity and masculinity, and subordinates identification with the manager were studied. Findings, showing that perceived femininity was related to transformational leadership and subordinates identification, are discussed as supporting the current thesis about the feminization of management.

A Reexamination of Interrelationships Among
French and Ravens (1959) Power Bases

William C. Roedder, University of TennesseeKnoxville

James M. LeBreton, University of TennesseeKnoxville

Michael C. Rush, University of TennesseeKnoxville

French and Ravens (1959) taxonomy of reward, coercive, legitimate, expert, and reverent power represents one of the most popular frameworks of power. The current study examines the relationships of these five power bases with one another. Results are discussed regarding alterations made to the original French and Raven (1959) concepts.

Towards a New Model of Perceptions of Intergroup Resource
Allocation During Organizational Change

Malgorzata Tluchowska, University of Queensland

Victor J. Callan, University of Queensland

Cynthia Gallois, University of Queensland

The project examines the role group processes play in predicting judgments of intergroup resource allocation during organizational change.  A model integrating two frameworks (the social identity theory and the behavioral interaction model) was tested.  Results revealed evidence for the greater relative importance of intergroup versus intra-group processes in explaining in-group bias. 

Entrepreneurship and Leadership: Common Trends and Common Threads

Robert P. Vecchio, University of Notre Dame

The continued treatment of entrepreneurship as a separate area of study that is distinct from other broader domains (e.g., leadership and interpersonal influence) is questioned.  Reviews of related research on personality, demographics, fit, and cognitive framing/bias reveal mixed findings and a lack of sufficient evidence to warrant a distinctly different view of entrepreneurship.  Instead, a recognition of common trends and common threads of thought is encouraged. Finally, a model is proposed that integrates both process issues and level issues in explaining differential effectiveness in launching, managing, and exiting a new firm. 

Effectiveness of Combining Classroom and Distance Learning
Modes for Executives

Jillian A. Peat, University of TennesseeKnoxville

Peter J. Dean, University of TennesseeKnoxville

Michael J. Stahl, University of TennesseeKnoxville

Dave L. Sylwester, University of TennesseeKnoxville

Research on executive education has generally focused on comparing distance learning with traditional techniques.  Instead, this study examined the difference between using only traditional classroom methods and using a combination of traditional and distance techniques. The results indicated that it is beneficial to use multiple modes of delivery in executive education.

Antecedents of Job-Related Behavior Within Path-Goal Theory

Michael A. Gillespie, University of South Florida

The effects of leadership style, task structure, and subordinate LOC on job satisfaction and motivation to perform were examined.  Main effects were found for both job satisfaction and motivation to perform for leadership style and LOC but not for task structure.  Convincingly significant interactions were not obtained.

Techniques for Reducing Errors: Redundancy and Division of Labor

Ira T. Kaplan, Hofstra University

William Metlay, Hofstra University

Deborah A. Shurberg, Hofstra University

Organizations commonly employ redundant observers to reduce errors.  However, the present experiment found that dividing a monitoring task among three observers, with no redundancy, yielded a higher detection probability than assigning the task to three redundant observers.  Visual search and redundancy models were used to explain the results.

Comparing Outcomes to Hybrid Forms of Dispute Resolution Procedures

Donald Conlon, Michigan State University

Henry Moon, Michigan State University

K. Yee Ng, Michigan State University

This study compared two hybrid dispute resolution procedures: mediation-arbitration and arbitration-mediation.  Our results demonstrate that more mediated settlements occurred under arbitration-mediation, but the time taken to settle the dispute was shorter for mediation-arbitration.  Also, disputants rated process control more favorably for mediation-arbitration, but rated informational justice more favorably for arbitration-mediation.

Using Biodata to Assess Adaptability Related Constructs in Leaders

Andrea S. Vincent, University of Oklahoma

Mary Shane Connelly, University of Oklahoma

Brian Decker, University of Oklahoma

Michael D. Mumford, University of Oklahoma

Jorge L. Mendoza, University of Oklahoma

Adaptability-related constructs are assessed using rationally scaled biodata in a sample of 1,818 U.S. Army officers.  A conceptual structure of adaptability was tested in examining the reliability and validity of these measures.  Results suggest that general adaptive capacity and emotional regulation are two adaptability factors contributing to leader performance.

Empowerment at Work: The Role of Transformational
Leadership and Relationships to Work Outcomes

Kimberly Bishop Brossoit, Development Dimensions International

Using theoretical frameworks proposed by Thomas and Velthouse (1990) and Bass (1985), data collected from a Fortune 100 organization suggest that transformational leaders positively influence employee cognitions of empowerment, which in turn translate into increased levels of employee work satisfaction and to a lesser degree increased levels of employee work effectiveness.   

The Effects of Interdependence Efficacy on Group Goals and Performance

Shannon Sowers, California State UniversitySan Bernardino

Janelle Gilbert, California State UniversitySan Bernardino

This research examined the effects of collective interdependence efficacy on the difficulty of self-chosen group goals and performance levels. Data from 108 participants indicated that teamwork interdependence KSAs were important in the development of collective efficacy perceptions. Collective efficacy was found to be related to goal level and performance levels.

The Role of Transformational Leadership in Salespeoples Motivation

Thomas Rogers, Illinois Institute of Technology

Roya Ayman, Illinois Institute of Technology

One hundred automotive salespeople and their supervisors participated in this study.  Results showed that transformational leadership (TFL) was not related to subordinates effort when effort was assessed by their managers.  Although TFL was related to extra effort, its relationship with self-rated effort was moderated by subordinates job involvement.

Cooperation and Negotiation Outcomes in Virtual Negotiations :
A Meta-Analysis

Alice F. Stuhlmacher, DePaul University

Maryalice Citera, SUNYNew Paltz

In negotiation, communication media are assumed to influence both process and outcomes.  This paper meta-analytically reviewed studies that compared face-to-face with virtual negotiation (e.g., audio, e-mail).  Face-to-face negotiations were more cooperative and resulted in higher outcomes than virtual negotiations. Moderators of the media effect on cooperation and outcome were found.

Verbal Communication and Performance in a Dyadic Training Protocol

Travis C. Tubr, University of Southern Mississippi

Winfred E. Arthur, Texas A&M University

Theresa L. McNelly, Texas A&M University

The extent to which verbal communication between trainees was related to performance in a dyadic training protocol was examined.  Results indicated a significant, negative relationship between ones performance and communication on the part of ones partner, such that poor performance resulted in increased partner-communication rather than resulting from increased communication. 

Comparative Validity of Different Statistical Operationalizations
of Team Ability as a Function of Task Type

Bryan Edwards, Texas A&M University

Eric Anthony Day, Ohio State University

Bruce A. Miyashiro, Texas A&M University

Winfred E. Arthur, Texas A&M University

Travis C. Tubr, University of Southern Mississippi

Amber Hanson Tubr, Texas A&M University

We examined the comparative validity of different statistical operationalizations (mean, standard deviation, minimum, and maximum) of team ability in 157 four-person teams in predicting performance across four team-level criterion tasks.  The mean operationalization produced the strongest correlation with performance on all four tasks. 

Organizational Mentoring: What about Protg Needs?

Janine E. U. Knackstedt, University of Waterloo

Whereas research in organizations has solely measured mentoring occurrences, this study on 387 health care professionals has demonstrated the importance of examining mentoring needs from the protgs perspective.  Exploratory analyses using a dyadic approach reveal that the strongest needs are expressed by female protgs who have a male mentor.

Autonomous Teamwork and Psychological Well-Being

Christel G. Rutte, Eindhoven University of Technology

Heleen Van Mierlo, Eindhoven University of Technology

Few studies investigated the assumed positive effects of autonomous groups on individual psychological well-being. The present questionnaire study investigated (and supported) the hypotheses that (a) group autonomy is positively related to psychological well-being; (b) this relationship is mediated by individual autonomy, individual task variety, individual workload, and social support.

Collectivism and Team Effectiveness: Mediators and Boundary Conditions

Jason A. Colquitt, University of Florida

Raymond A. Noe, Ohio State University

Christine L. Jackson, University of Florida

This study examined the relationship between collectivism and team effectiveness (absenteeism, productivity, quality) in a sample of automotive parts manufacturing teams. The results showed that collectivism was significantly related to team absenteeism and productivity, effects that were mediated by instrumentality and conflict. Team autonomy and task interdependence moderated these effects.
 

Attitudinal Diversity and Team Outcomes:
Do Interdependence and Size Moderate?

Brian R. Dineen, Ohio State University

Raymond A. Noe, Ohio State University

Carolyn Wiethoff, Ohio State University

The impact of team attitudinal diversity was examined using 1,313 manufacturing employees in 116 teams.  Task interdependence and team size were also examined as potential moderators.  Results revealed interactions of task interdependence and two measures of diversity on cohesion, as well as size and one measure of diversity on performance.   

An Examination of the Leader Mood State and Team Performance Relationship

Jason Smith, Pennsylvania State University

John E. Mathieu, University of Connecticut

The influence of leader positive and negative mood states on multiteam process and performance was examined within the context of a multiteam low fidelity flight simulation.  Positive leader mood was significantly related to both multiteam action process and performance.  Action processes mediated the relationship between positive mood and performance.

Creating Cohesive Teams: Analyzing the Effects of Teamwork Skills Training

Kari R. Strobel, Old Dominion University

Robert M. McIntyre, Old Dominion University

The primary objective of this study was an attempt to train team members on fundamental teamwork concepts so as to develop measurable improvements in team cohesion.  Results indicated that compared to the control group, the experimental group demonstrated greater cohesiveness immediately following training and at one-month follow-up. 

Role of Emotional Intelligence in the Leader-Member Exchange Relationship

Scott Finlinson, Ohio University

Peter Y. Chen, Colorado State University

Denise Haeggberg, HR Directions

Rowland P. Hanley, Ohio University/IBM Global Employee Research

We examined the role of emotional intelligence in the leader-member exchange (LMX) relationship.  Overall, there were positive relationships between both subordinates and supervisors reported level of emotional intelligence and their reported level of leader-member exchange quality.   However, null correlations were found between perceived LMX relationships of supervisors (or subordinates) and emotional intelligence of correspondent subordinates (or supervisors).

Predicting Team Performance: Analytic Techniques
for Assessing Shared Mental Models

Jacqueline A. Isenberg, University of TennesseeChattanooga

Tonia S. Heffner, Army Research Institutes

The best analytic technique for assessing shared mental model data gathered via similarity ratings has not yet been determined. This project, using existing data, compared UCINET and Pathfinder to determine which is a better predictor of team performance. Results indicate that UCINET may be the better analytic tool.

Military Work Team Personality Composition, Norms, and Effectiveness

Terry Halfhill, University of North Texas

Eric Sundstrom, University of Tennessee

Tjai M. Nielsen, The E-Group, Inc.

A Web-based field study examined personality composition in 40 military teams and found group average agreeableness correlated with supervisor-rated group performance, group average conscientiousness correlated with aggregate individual performance, and both personality variables related to group social norms and group cohesion.

Out of Sight, Out of Mind: Recalling Virtual Team Contributions

Lori Foster Thompson, East Carolina University

Jonathan K. Probber, East Carolina University

Many workplace teams rely on computer-mediated communication, yet we know little about the consequences of virtual collaboration. This study investigates sixteen intact teams operating in face-to-face or computer-mediated environments. Results support the predictions that virtual teams have trouble recalling members contributions, even in the absence of rapid consensus norms.

An Examination of the Multidimensionality of Supervisor
Perceptions of Leader-Member Exchange

John M. Ford, Louisiana State University

Gary J. Greguras, Louisiana State University

The current study developed a multidimensional scale (SLMXMDM) to measure supervisor LMX perceptions based on Liden and Maslyns (1998) multidimensional subordinate LMX scale (LMXMDM).  Confirmatory factor analyses supported a multidimensional conceptualization of LMX.  Regression analyses demonstrated incremental validity for the SLMXMDM over other LMX measures on outcome variables. 

Group and Personality Influences on Withdrawal Behavior

Jason D. Shaw, University of Kentucky

Michelle K. Duffy, University of Kentucky

Eric M. Stark, Washington & Jefferson College

We examined personality moderators of the relationship between group and individual absence and social loafing behavior among members of 143 groups.  Framed with SIP and social-learning theories, we found that conscientiousness attenuated the cross-level absenteeism, but not the social loafing, relationship.  Predicted moderating effects of self-esteem were not supported.

Team Coordination in High-Velocity High-Uncertainty Environments

Sharyn Gardner, University of Maryland

Samer Faraj, University of Maryland

Yan Xiao, University of Maryland

We discuss a qualitative study of a level-1 trauma center.  Based on 6 months of intensive observation, shadowing, and interviews we found that use of technology, communication, and coordination integrate to create work processes characterized as composed improvisation.  Coordination must be fluid and flexible to match levels of environmental uncertainty.

Predicting Performance: The Interface of I-O Psychology
and Educational Research

Popular opinion and legal decisions regarding selection are heavily influenced by highly publicized college admission procedures.  Building on recent research on work performance, this symposium focuses on the construct of college performance and its predictors.  A multidimensional model of student performance and comprehensive meta-analyses of criterion-related validities are presented.

Deniz S. Ones, University of Minnesota, Co-Chair

Sarah A. Hezlett, University of Minnesota, Co-Chair

Nathan R. Kuncel, University of Minnesota, John P. Campbell, University of Minnesota, Sarah A. Hezlett, University of Minnesota, Deniz S. Ones, University of Minnesota, Performance in College: The Criterion Problem

Sarah A. Hezlett, University of Minnesota, Nathan R. Kuncel, University of Minnesota, Meredith Vey, University of Minnesota, Allison Ahart, University of Minnesota, Deniz S. Ones, University of Minnesota, John P. Campbell, University of Minnesota, Wayne J. Camara, The College Board, The Predictive Validity of the SAT: A Comprehensive Meta-Analysis

Meredith Vey, University of Minnesota, Sarah A. Hezlett, University of Minnesota, Nathan R. Kuncel, University of Minnesota, Allison Ahart, University of Minnesota, Deniz S. Ones, University of Minnesota, John P. Campbell, University of Minnesota, Wayne J. Camara, The College Board, Bias and the SAT: A Meta-Analysis of Differential Prediction by Race and Gender

Allison Ahart, University of Minnesota, Sarah A. Hezlett, University of Minnesota, Nathan R. Kuncel, University of Minnesota, Meredith Vey, University of Minnesota, Deniz S. Ones, University of Minnesota, John P. Campbell, University of Minnesota, Wayne J. Camara, The College Board, A Meta-Analysis of High School Performance Predicting College Performance

Quasi-Experimentation in Organizations: Results, Dilemmas, and Solutions

Three quasi-experiments will be discussed.  An interrupted time-series examination of stress and job satisfaction, supervisory training evaluated by participants and their subordinates, and a Solomon 4group evaluation of attitude training each presented unique dilemmas.  Presenters will describe the challenges of implementing such designs in organizational settings. 

Kimberly T. Schneider, State Farm Insurance Company, Chair

Julie A. Fuller, Bowling Green State University, Jeffrey M. Stanton, Bowling Green State University, Gwenith G. Fisher, Bowling Green State University, Christiane Spitzmueller, Bowling Green State University, Steven Russell, Bowling Green State University, Patricia C. Smith, Bowling Green State University, Quasi-Experimentation in Organizational Research: An Example Using an Interrupted Time Series Design

Kimberly T. Schneider, State Farm Insurance Company, Randall C. Overton, State Farm Insurance Company, A Quasi-Experimental Evaluation of the Effectiveness of First Line Supervisor Training

Sharon Goto, Pomona College, Phanikiran Radhakrishnan, University of TorontoScarborough, Planning for Situational Constraints: Effects on Behavioral Intentions and Training Effectiveness

Organizational Decision Making with Multirater Instruments

This roundtable discussion will review what we know about the reliability, validity, and utility of using 360 methodology for organizational decision making.  More specifically, we will describe how 360 methodology can be used in conjunction with personality, cognitive ability, and assessment center methods to make better succession planning decisions.

Robert E. Lewis, Personnel Decisions International, Host

Gordon J. Curphy, Personnel Decisions International, Presenter

Dianne Nilsen, Personnel Decisions International, Presenter

Chet Robie, Niagara University, Presenter

Raising and Extending Self-Efficacy Research to New Levels and Domains

The role of self-efficacy in organizational settings has been widely studied, yet much remains to be learned. The research presented in this symposium contributes to self-efficacy research by developing and testing multilevel models of efficacy beliefs, describing new techniques of measuring self-efficacy, and extending self-efficacy theory into new research domains.

Dov Eden, Tel Aviv University, Chair

Lance E. Anderson, Caliber Associates, Stephan J. Motowidlo, University of Minnesota, Norman G. Peterson, American Institutes for Research, Development of Three Self-Efficacy Measures and Evaluation of their Incremental Validity Relative to Traditional Predictors

Wendy J. Casper, Caliber Associates, Measuring Self-Efficacy and Locus of Control of the WorkNonwork Interface

Gilad Chen, George Mason University, Paul D. Bliese, Walter Reed Army Institute of Research, Steve M. Jex, University of WisconsinOshkosh/W Reed, Examination of the Predictors of Self-Efficacy and Collective Efficacy: Evidence for Discontinuity across Levels of Analysis

Stanley M. Gully, Rutgers University, Aparna Joshi, Rutgers University, Kara Incalcaterra, George Mason University, Relationships among Team-Efficacy, Self-Efficacy, and Performance: A Meta-Analysis

John E. Mathieu, University of Connecticut, Discussant