With the challenges to increase productivity and efficiency, government organizations have started to develop and use competency models to update their personnel systems to be better aligned with business goals. This symposium describes how competency modeling is conducted and implemented in different applied government or quasi-government agencies.

Laura Ackerman Steighner, US Postal Service, Chair
Deborah L. Whetzel, US Postal Service, William Bruker, US Postal Service, Michael Patsfall, US Postal Service,
Laura Ackerman Steighner, US Postal Service, Development of the United States Postal Service Executive
            Competency Model
Suzanne Tsacoumis, HumRRO, Sheila R. Schultz, HumRRO, Darlene Olson, Federal Aviation Administration, The
            Development of a Generic Competency Model
David M. Pollack, US Immigration & Naturalization Service, The Use of a Competency-Based Assessment Model
Donna Rodriguez, US Office of Personnel Management, Donna Gregory, US Office of Personnel Management,
            Rita Patel, US Office of Personnel Management, Competency Based Personnel System for the District of
            Columbia
Richard J. Klimoski, George Mason University, Discussant

An extensive literature exists on designing and administering organizational surveys. There is comparatively less attention in the literature on uses of survey results in organizations. This panel discussion will address design of procedures to maximize the value of survey data, linkage to strategic management and planning, and avoiding common pitfalls.

Robert J. Vance, Pennsylvania State University, Chair
Karl W. Kuhnert, University of Georgia, Panelist
Scott M. Brooks, Gantz Wiley Research, Panelist
Alan L. Colquitt, Eli Lilly & Company, Panelist
Randy Marcy, Federal Law Enforcement Training Center, Panelist

This symposium emphasizes the substantive role of dispositions in the work place. We use greater construct specificity to consider how dispositions operate over time, across levels of analysis, and in interaction with job characteristics. These results refine the role that dispositions play in organizations.

Peter M. Hart, University of Melbourne, Chair
Peter M. Hart, University of Melbourne, Cary Cooper, University of Manchester, Time Specificity and the
            Substantive Nature of Negative Affectivity
Mark Griffin, University of Queensland, Peter M. Hart, University of Melbourne, Melinda Norris, University of
            Melbourne, Alexander Wearing, University of Melbourne, Individual Dispositions and Reactions to
            Work: Differences Across Work Groups
Suzy Fox, University of South Florida, Paul Spector, University of South Florida, Anger and Anxiety as
            Predictors of Counterproductive Behavior
Sharon Parker, University of Sheffield, Christine Sprigg, University of Sheffield, Work Design and Well-Being:
            The Role of Proactive Personality
Lois E. Tetrick, University of Houston, Discussant

Recent research appears to have shifted from validity studies toward a broader view of what interviews measure. This symposium examines broad trends of what interviews measure, the factor structure of interview ratings, the relationship between non-verbal behavior and job performance, and the impact of researcher motivation on results.

Philip L. Roth, Clemson University, Chair
Richard Posthuma, Purdue University, Frederick Morgeson, Purdue University, Michael A. Campion, Purdue
            University, Research on the Employment Interview: Current Trends and Future Directions
Allen I. Huffcutt, Bradley University, Philip L. Roth, Clemson University, James M. Conway, Seton Hall
            University, Employment Interview Constructs: A Factor Analytic Approach
Timothy G. DeGroot, Catholic University, Stephan J. Motowidlo, University of Florida, What Is Being Measured
            in the Interview: Explaining the Effects of Nonverbal Cues
Craig J. Russell, University of Oklahoma, M. Ronald Buckley, University of Oklahoma, Michelle A. Dean,
            University of Oklahoma, Danielle Wiese, University of Oklahoma, An Examination of Relationship
            Between Investigator Motivation and Criterion-Related Validities for Employment Interviews
Patrick M. Wright, Cornell University, Discussant

Presented are attempts at understanding the determinants of corporate image and the impact corporate image may have on applicant attraction. The symposium represents diverse perspectives, ranging from assessments of person-organization fit to tactics of influence and persuasion. Moreover, diverse populations are sampled, including teenagers, Black engineers, college interviewees, and retired job seekers.

Scott Highhouse, Bowling Green State University, Chair
Daniel M. Cable, University of North Carolina, Lynda Aiman-Smith, North Carolina State University, Paul W.
            Mulvey, North Carolina State University, Sources and Accuracy of Job Seekers’ Perceptions of
            Organizational Culture
Peter D. Bachiochi, Bowling Green State University, Gwen G. Fisher, Bowling Green State University,
            Organizational Attractiveness Among Black Engineering Students: The "NSBE 50"
Scott Highhouse, Bowling Green State University, Michael Zickar, Bowling Green State University, Todd J.
            Thorsteinson, Bowling Green State University, Sandra Stierwalt, Bowling Green State University, Jerel
            Slaughter, Bowling Green State University, Company Employment Image in Fast Food: Perceptions of
            Teenagers and Retirees
Anat Rafaeli, University of Michigan, Forming a Reputation in Organizational Recruiting: Evidence from
            Employment Advertisements
Robert D. Gatewood, University of Georgia, Discussant
Andrea S. Goldberg, IBM, Discussant

Although job knowledge is one of five major classes of constructs within I-O psychology (KSAOs and job performance), it receives scarce research attention. This symposium examines the nature of workplace expertise. Special emphasis is given to exploring alternative conceptions, descriptions, and assessments of job knowledge, and their implications for practice.

David A. DuBois, Psychological Systems and Research, Chair
Valerie Shalin, Wright State University, The Content and Functions of Knowledge in the Analysis of Job
            Expertise
Cathy L. Z. DuBois, Kent State University, David A. DuBois, Psychological Systems and Research, Robert H.
            Faley, Kent State University, Acquisition of Machinist Expertise: Correlates of Self-Directed Learning
            in the Workplace
Mary Ann Hanson, Personnel Decision Research Institutes, Kristen Horgen, University of South Florida, Walter
            C. Borman, University of South Florida, Construct Validity Evidence for Measures of Situational
            Judgment
David A. DuBois, Psychological Systems and Research, Cathy L. Z. DuBois, Kent State University, The Role of
            Expertise in Rater Judgments
Robert G. Lord, University of Akron, Discussant

The complexities of team performance measurement make it difficult to assess the value of work team designs, as well as the impact of team training interventions. This master tutorial presents guidelines and lessons learned from over 10 years of research aimed at describing, evaluating, and diagnosing team performance.

Kimberly A. Smith-Jentsch, Naval Air Warfare Center, Chair
Janis Cannon-Bowers, Naval Air Warfare Center, Presenter
Eduardo Salas, Naval Air Warfare Center, Presenter

Practical results are presented from professionally conducted biodata research programs in industry. On the whole the findings show that properly developed biodata have important advantages including high utility for increasing productivity and decreasing turnover, with less adverse impact, less invasiveness and greater job-relevance than personality and ability tests.

Terry W. Mitchell, MPORT Management Solutions, Chair
Lawrence A. Witt, Barnett Bank, Validity and Impact of Biodata, Personality, and Cognitive Ability Testing
William L. Farmer, University of Oklahoma, User Reaction to Biodata, Personality, and Cognitive Ability Tests
Thomas L. Dallam, Circuit City Stores, Dennis L. Warmke, Circuit City Stores, Validation of the Sales Counselor
            Biodata Questionnaire (SCBQ)
Robert E. Lewis, Payless Shoe Source, Terrence Guth, Payless Shoe Source, The Practical Effects of Biodata on
            Tenure at a Large Retailer
John C. Callender, Procter & Gamble Company, Discussant

Collecting accurate and useful job analysis data has never been more important; however, many measurement-related questions in job analysis remain unanswered. This symposium reviews research involving task-, worker-, and ability-oriented job ratings, the results of which provide cause for both optimism (regarding work dimensionality) and concern (regarding reliability and validity).

Robert J. Harvey, Virginia Tech, Chair
Barbara B. Ellis, University of Texas at El Paso, Gabriela Guerrero, University of Texas at El Paso,
            Incumbent-Supervisor Agreement on the Computer-Administered Common-Metric Questionnaire
Kristin Freund Murphy, North Carolina State University, Mark A. Wilson, North Carolina State University, A
            Comparison of Repeated Items and Test-Retest Methods for Estimating the Reliability of Task and
            KSA Ratings
Robert J. Harvey, Virginia Tech, Mark A. Wilson, North Carolina State University, Monte Carlo Baselines for
            Inter-Rater Agreement when Rating KSA Requirements: How Much Is Enough?
Susana R. Lozada-Larsen, Larsen and Associates, Predicting National Market-Wage Compensation Rates
            Using the Common-Metric Questionnaire: A Policy-Capturing Study
Leslie Thomas, ACT, Uncovering the Dimensionality of Work: Factor Analysis Versus Multidimensional
            Item-Response Theory (MIRT)
Mark A. Wilson, North Carolina State University, Discussant

Millions of individuals look for a job each year. Unfortunately, we have a great deal left to learn about the job-search process. This symposium involves presentations of current work regarding the job-search process, and the psychological and demographic variables associated with job-search intensity, persistence, and faster reemployment.

Connie Wanberg, University of Minnesota, Chair
Ruth Kanfer, Georgia Tech, Connie Wanberg, University of Minnesota, Job Search: Conceptualizing the
            Construct from a Self-Regulation Perspective
Connie Wanberg, University of Minnesota, Ruth Kanfer, Georgia Tech, Maria Rotundo, University of Minnesota,
            The Role of Motivation, Job-Search Self-Efficacy, and Situational Constraints in the Job-Search
            Process
Alan M. Saks, York University, Blake Ashforth, Arizona State University, An Examination of the Changes in
            Job Search Emotions and Behaviors of Unsuccessful Job Seekers
Angelo Kinicki, Arizona State University, Gregory E. Prussia, Seattle University, Pursuing Reemployment after a
            Plant Closing: A Test of Competing Models
Amy Wrzesniewski, University of Michigan, The Relationship Between Work Orientation and Job-Search
            Activities in Re-employment Outcomes
Carrie R. Leana, University of Pittsburgh, Discussant

A review and meta-analysis of links between organizational structure and individual outcome variables was conducted; several interesting sample and measurement moderators were examined. Results suggest structure has important influences on individual outcomes; particularly satisfaction, commitment, tenure, and role attitudes. Results are interpreted in the context of the changing world of work.

This study examined protg characteristics mentors reported most influential when choosing a protg. Results revealed mentors were more likely to choose a protg based on the protg’s ability than the protg’s need for help and that women were more likely to choose a protg based on the protg’s ability than were men.

Distinctions between organizational and psychological climate have been made, but minimally practiced. A contemporary approach was applied to this problem. Relationships between two types of psychological climate and both previously examined and unexamined outcome variables were explored in a novel organization—a not-for-profit, nongovernment fitness and community service organization.

This study examined the relationship among service climate, service type, and owner’s service values in 25 small businesses. The hypothesized relationships between service climate and the service type characteristics were confirmed. Regarding owner’s service values and service climate, results were non-significant, yet interestingly in the opposite direction of the hypothesis.

We investigated the relationships between followers’ attachment style, implicit leadership and followership perceptions, perceptions of a group leader, and objective performance. We found that implicit leadership perceptions predicted performance only for securely-attached individuals. Insecurely-attached, as compared to securely-attached individuals had nearly the opposite profiles of an ideal leader.

Examines the links between managerial personality and commonly tracked outcome measures such as unit productivity, customer satisfaction, and psychological climate. A theoretical structural model is proposed and tested using data from a chain of convenience stores. Results show weak support for the proposed model, and an alternate model is examined. Suggestions are offered for future research.

Little research has examined how leadership perceptions evolve over time. The current paper used cusp catastrophe modeling techniques and determined that perceptions of male and female leaders evolve differentially (i.e., both continuously and abruptly) and that these were a function of perceiver individual differences (i.e., leader self-schema and gender).

The present study looked at leader personality traits that limit organizational adaptation and lead to decline, and organizational characteristics that moderate this relationship. Profiles of 110 corporate leaders were used to predict organizational performance. Results showed that certain personality variables predicted negative performance and were moderated by organizational structural variables.

Adolescent life experiences, vocational interests, values and academic achievement were used to predict advanced degree attainment 26 years later in a sample of 362 college graduates. Multiple regressions were conducted. Most of the predictors were significant for men but not for women. Vocational interests predicted better than academic achievement.

The present study surveyed 90 restaurant owners in Portugal. Using categorization theory, the study predicted that entrepreneurs would frame business situations more positively than would non-entrepreneurs. Several operational definitions of an entrepreneur were used and the results differed depending on the type of operational definition.

Based on never-tested arguments of Burns and Stalker (1961), evidence is presented suggesting that the level of within-organization agreement when describing organizational policies and practices varies significantly between mechanistic and organic organizations. These results suggest that random sampling across an organization may not provide an accurate description of the organization.

Post-move attitudes and intentions were examined. Employees who moved involuntarily reported a weaker psychological contract and higher turnover intentions than those who described their move as voluntary. Employees who made a lateral or downward job change reported a weakened psychological contract and higher turnover intentions than those who moved for a promotion.

Seven field experiments evaluated training workshops designed to impart the Pygmalion Leadership Style (PLS) to managers. PLS is manager behavior that conveys high performance expectations to subordinates. Although the results were mixed, most of the experiments showed little evidence that the training improved leadership or aroused much response among subordinates.

Jacqueline A. Gilbert, Middle Tennessee State University
Deniz S. Ones, University of Minnesota

There is a paucity of research examining diversity management related variables in organizations. The major question which this research examines is whether informal integration is likely to result in career advancement and increased resource availability in two different organizations in different stages of managing their diversity. Results were consistent with hypotheses.

Multi-source evaluations were collected from 629 coworkers of 93 executives. A structural equation model was developed for six predictors of executive effectiveness as viewed by others. Perceptions of executives’ cognitive proficiency had the strongest influence on ratings of executive effectiveness; positive interpersonal behaviors most heavily influenced perceptions of cognitive proficiency.

This study examined the mentor-protg agreement regarding mentor transformational leadership style and quality of mentoring relationship that existed. Mentors were classified as over-estimators, under-estimators, or in-agreement, based on difference between their self-rating and protg’s rating of mentor’s transformational leadership style. Under-estimator dyads experience the highest quality of mentoring relationships.

According to reviews of the literature (Yukl, 1989; Graen & Uhl-Bein, 1995), Vertical Dyadic Linkage theory has failed to address the issue of work unit level effectiveness, instead focusing at the individual level of analysis. In this paper, this issue is addressed theoretically and a partial empirical test is presented.

An instrument to measure the career and psychosocial functions provided by peers was developed. Functions provided by supportive peers to mentored and nonmentored individuals were compared. Protgs perceived that their peers provided significantly more psychosocial functions than those without mentors. Peers’ age and power differed significantly for the two groups.

This paper demonstrates three structural equation modeling techniques of use in the analysis of data sets with potential dyad- and individual-level components: (a) decomposition of correlations into dyad- and individual-level components, (b) equivalence of within- and cross-person paths, and (c) mediator models with cross-person paths.

This study utilized 360-degree assessment ratings to investigate which factors drive leadership perceptions for the different rater groups. Results indicated that "leadership" is defined differently by different rater groups, and that rater confidence in rating accuracy moderated the degree to which factors were thought to drive leadership perceptions.

The present studies demonstrate that individuals high in Machiavellianism (Machs; Christie 1970) may be cool manipulators but do not exhibit the destructive tendencies usually attributed to this personality construct. In contrast, aberrant self-promotion has been proposed as the personality construct encompassing both manipulation and destructiveness. Results support this proposition.

This study surveyed 169 professionals to determine situational and individual variables predicting adoption and implementation of electronic information gathering sources (i.e., the Internet). Results indicate that situational variables explain 44% of the variance in use of electronic data gathering while individual difference variables explain virtually no variance.

Small correlations between job satisfaction and behavior may result from conceptualizing job satisfaction in terms of individual employee attitudes, rather than as the reflection of "enjoyable work environments." Correlations between organizational-level measures of job satisfaction and employee withdrawal exceed .50. Creating enjoyable work environments may have substantial "bottom line" impact.

Analyses of organizational culture of a franchise system indicated that differences in unit cultures were more pronounced for practices than for shared values. Little evidence was found that strong cultures perform better or that older organizations have stronger cultures. Lazear’s idea that larger organizations have weaker cultures was partially supported.

Ratings from 401 partners, their subordinates and clients were used to test a proposed model of leadership effectiveness in professional service firms. Correlations support four of the five hypotheses. Path analyses results show that influence tactics and role conflict mediate the relationship between partners’ leadership dispositions and clients’ satisfaction with services provided.

The purpose of this study was to examine the impact of different leadership styles, task structure and cultural values on performance. Transformational leadership increased followers’ motivation and performance both at individual and group levels, especially among collectivistic Asian-American participants. Implications for future cross-cultural leadership research are discussed.

Senior corporate leaders’ (N = 32) Adjective Checklist scores were correlated with reliable self-, superior, peer, and subordinate ratings of global effectiveness (Multiple R’s around .60). Analyses were interpreted within the Five Factor Model of personality structure. The results raise provocative issues challenging basic assumptions about senior management in large corporations.

The methodology by which Lord, De Vader, and Alliger (1986) concluded that leaders can be identified through differences in individual characteristics has been criticized. We re-analyzed and extended Lord et al., producing more accurate population estimates for intelligence, extroversion, adjustment, and dominance. Self-monitoring was found to be related to leadership.

This field study examined the impact of attending a voluntary orientation training program on socialization. Results for a matched sample of 126 employees revealed that program attendees scored significantly higher on three of six socialization content dimensions. Those six dimensions, in turn, related to role clarity, satisfaction, and organizational commitment.

The authors surveyed 576 employees in 87 work groups at 39 organizations regarding climate perceptions at three levels: individual, work group, and organization. Hypotheses predicting that employees would identify different climates at different levels were largely supported by both unaggregated and aggregated data. Issues regarding multi-level organizational research are discussed.

Relationships are examined with data on a sample of 52 Chief Executive Officers (CEOs) and 217 direct reports. Results demonstrated that CEOs and their direct reports did not agree upon perceptions of CEO empowering leadership. Within and between analysis indicates that perceptions of leader behavior were based primarily on individual differences.

This study examined the relationship between leaders’ values and their group’s adherence to the organization’s vision and whether they were fired. Leaders and subordinates from a small insurance provider completed a measure of values group citizenship, respectively. Results indicate significant relationships for some values. Implications for organizations are discussed.

The relationship between leadership behavior, team diversity, and team processes to eight team performance measures was tested. In intact teams, cognitive diversity had several impacts on team processes/outcomes, demographic diversity had few impacts. Demographic diversity did and cognitive diversity did not, moderate the leadership to team process relationship.

A model of the effectiveness of downward influence tactics (ITs) is suggested. ITs are assumed to differ in the degree of their restrictiveness. The perceived restrictiveness of the superior is determined by the ITs used and determines the reactions of the subordinate moderated by the subordinate’s desire for control.

The impact of supervisory mentoring on protg productivity, career commitment, and self-efficacy was assessed in a longitudinal study spanning 5 years. Positive results were found for the influence of mentoring on subsequent productivity and self-efficacy. Mentoring was not significantly associated with later career commitment.

A meta-analysis of the organizational climate literature revealed significant relationships between employees’ perceptions of their work environment and their work attitudes, psychological well-being, motivation, and performance. Structural equation modeling analyses indicate that the relationship of climate with employee motivation and performance is fully mediated by employee work attitudes.

The organizational climate–organizational outcome relationship was conceptualized as one that is mediated by employee behavior. The present study was specifically concerned with the service climate–service quality relationship as mediated by customer-focused employee behavior. Using employee and customer data from 16 hotels, general support was found for employee behavior as a mediator of the climate–outcome relationship.

This study investigated the relationship between work place diversity and the strength and quality of organizational climate at 100 retail stores. Results revealed a significant relationship between tenure diversity and organizational climate quality. Tenure diversity and demographic diversity variables were significantly related to different dimensions of organizational climate strength.

A new model of relocation decisions was tested in a sample of 205 working MBA graduates. Attitudes toward relocating and perceived social pressures explained over 50% of the variance in willingness to relocate. By moving beyond demographic research, the results further our understanding of relocation behavior.

The purpose of this research was to investigate how stress, pressure of change, and hardiness relate to transactional and transformational leader behaviors. Findings suggest that stress and pressure of change relate differently to leader behaviors and that hardiness and stress are related both directly and interactively to certain leader behaviors.

The relationship between LMX and various stress-related outcomes was examined. Results showed that LMX was positively related to job satisfaction, and negatively related to Type A impatience-irritability, burnout, and medical problems. Further, task analyzability and various individual needs (e.g., growth need strength) moderated some of these relationships.

A meta-analysis was conducted on reliability coefficients reported for autonomy scales. Ninety-nine samples were analyzed (N = 45,124; M = .69). Reliabilities for managerial, nonmanagerial, and heterogeneous samples were separately analyzed. No differences existed between overall and heterogeneous samples. Nonmanagers possessed the largest estimates. Implications for the future of autonomy study and organizational behavior are discussed.

Managerial advancement was predicted by different factors at three transition points. Important for entry to management were career tournament wins, managerial traits, and gender-linked social factors; for lower to middle manager advancement, traits, gender-linked social factors, promotion opportunities, and human capital; and for middle to upper manager, challenging work and male hierarchies.

Attributional complexity (AC) was related to job performance and decision latitude but not to leader-member exchange (LMX). Contrary to expectations, social and task complexity of jobs did not moderate these relations. Results suggest that experience making decisions gained from having a high LMX leads to higher AC and performance.

While the utility of the individualism and collectivism constructs has been widely documented, there is the tendency to conceive of them as pure dichotomies. Four studies examine an additional attribute that further defines the constructs, and demonstrates that both constructs may be horizontal (emphasizing equality) or vertical (emphasizing status).

Verbal protocol analysis was used to assess determinants of organizational culture impressions among job seekers. Results suggest that respondents used a variety of sources to assess organizational values and that industry/occupa-tion and recruitment practices were the most frequently used sources. Suggestions for influencing applicant impressions are offered.

This research examined the effect of leader self-monitoring on follower ratings of charismatic leadership of 64 managers. Results revealed that self-monitoring was positively related to ratings of charismatic leadership in the overall sample. Moreover, this relationship was found for managers with high purpose-in-life, but not for managers with low purpose-in-life.

This symposium will present business, organizational and research perspectives to clarify the factors behind the corporations’ increasing transition to the new workspace environments (open space officing, hoteling, telecommuting, neighborhood officing, virtual officing, virtual teams, home officing, etc.) The presenters, senior representatives of the key US organizations and organizational consultants, will discuss the emerging workspace solutions and the subsequent organizational and performance changes.

Ardeshir Mehran, Compass Management Solutions, Chair
Karen Lalli, The Hillier Group, Creating Team Spaces That Work: Trends, Solutions and Case Studies
Ardeshir Mehran, Compass Management Solutions, Managing Cultural and Team Attributes in Workspace
            Redesign: Case Study Presentation
Jim Lawler, Steelcase, Creating the Leadership Community: Enhancing Executive Team Performance Through
            Workplace Redesign
John Adams, Sun Microsystems, Collaborative Strategies for Enhancing Workplace Effectiveness
Kathryn Goldman, Coherent Change Management, The Role of Executives, History and Culture in Workspace
            Transformation

High performance work systems (HPWS), while not yet well defined in the literature, involve field experiments with various human resource management strategies and ideal sets of practices. Our panel examines theoretical approaches to high performance work systems, implementation strategies, the impact on employees and firm performance, and future research challenges.

Wendy S. Becker, Pennsylvania State University, Chair
Eileen Appelbaum, Economic Policy Institute, Peter Berg, Economic Policy Institute, High Performance Work
            Systems and the Economics of Organizations
Gerald R. Ferris, University of Illinois, Gloria Harrell-Cook, University of Illinois, David Kaplan, University of
            Illinois, Human Resource Management and Organizational Performance: Theory and Research
            Challenges
Mark A. Huselid, Rutgers University, High Performance Work Systems: Impact of Human Resource
            Management Systems and Strategic Alignment on Firm Effectiveness
Wendy S. Becker, Pennsylvania State University, Field of Dreams: Human Resource Management Practices in
            New Plant Start-ups
Edwin A. Locke, University of Maryland, Discussant

The organizational justice area is ripe for theoretical innovation and the development of new ideas. Directions for these ideas are provided through four themes: values, culture, stakeholders, and new theoretical perspectives. With four simultaneous roundtables followed by a general discussion, there will be ample opportunity for initiating in-depth discussions that can alter the way we think about justice.

Dirk D. Steiner, Universit de Nice-Sophia Antipolis, Co-Chair
Stephen W. Gilliland, University of Arizona, Co-Chair
Russell S. Cropanzano, Colorado State University, Host
Daniel Skarlicki, University of Calgary, Host
Dianna L. Stone, SUNY at Albany, Host
M. Audrey Korsgaard, University of South Carolina, Host
Debra Shapiro, University of North Carolina, Discussant

The forum will present three examples of strategy-based partnerships between corporations and consulting groups. The three papers will be co-presented and will describe why and how each effort was designed, how they linked to strategy, and what the results have shown. The discussant will encourage and lead audience participation.

Sandra L. Davis, MDA Consulting Group, Chair
Robert Barnett, MDA Consulting Group, Judy O’Hagan, Novartis Pharmaceuticals Corp., Partnerships in
            Merging Corporate Culture
Robert F. Silzer, HR Assessment & Development, Roberta Douma, Capital One Financial, Partnership on
            Strategic Selection and Development: Building a High Growth, High Technology Generation X
            Company
Pierre G. Meyer, MDA Consultants, Lisa Shumpert, Mervyn’s California, Partnership in Strategic Development
            of Talent
P. Richard Jeanneret, Jeanneret & Associates, Discussant

The issues of utility acceptance and implementation appear to be at the forefront of utility research. This symposium will focus on replications and extensions of Latham and Whyte (1994), managerial views of ways to estimate SD_y, the relationship between r_xy and r_x$ and a model to guide acceptance research.

Philip L. Roth, Clemson University, Chair
Kenneth P. Carson, University of Tennessee-Chattanooga, Chieh-Yu Lo, University of Tennessee, The Utility of
            Utility: A Cross-Cultural Investigation
Michael K. Judiesch, Baruch College, CUNY, Using Estimation of SDr to Improve the Accuracy and User
            Acceptability of Utility Estimates
Craig J. Russell, University of Oklahoma, When r_xy Does not Equal r_x$: An Application of Sensitivity Analysis
            to the Brogden-Cronback-Gleser Utility Model
Philip L. Roth, Clemson University, Albert Segars, University North Carolina, Patrick M. Wright, Cornell
            University, Developing a Theoretical Model to Study Utility Analysis Acceptance
John W. Boudreau, Cornell University, Discussant

The panel will address several issues related to team task analysis including research needs, methodological requirements, use of results, and lessons learned. A primary topic for discussion will be the extent to which tools and methodologies from job analysis can be generalized to teams.

David P. Baker, University of Central Florida, Co-Chair
Eduardo Salas, Naval Air Warfare Center, Co-Chair
Michael A. Campion, Purdue University, Panelist
Janis Cannon-Bowers, Naval Air Warfare Center, Panelist
A. Catherine Higgs, Allstate Insurance Company, Panelist
Edward L. Levine, University of South Florida, Panelist

Estimating the construct validity of job performance calls for a multidimensional approach that investigates interrelations among a wide range of job performance components. In this symposium, empirical results are presented from investigations of four different aspects of this job performance nomological network. The audience serves the role of discussant.

Winfred E. Arthur, Texas A & M University, Chair
Chera L. Haworth, University of Akron, Paul E. Levy, University of Akron, Investigating the Motivation Basis of
            Organizational Citizenship Behavior
Robert P. Tett, Wright State University, Angela Bleier, Wright State University, Hal Guterman, Wright State
            University, Patrick Murphy, Wright State University, Support for Specificity in the Conceptualization of
            Managerial Performance
David J. Woehr, Texas A & M University, Jeffrey S. Kane, Chinese University of Hong Kong, Frequency-Based
            Performance Assessment: An Overview and Meta-analytic Review of the Accuracy of Frequency
            Estimation
Judith M. Collins, Texas A & M University, Stepping Out on the Performance Limb: Testing Campbell’s (1990)
            Theory
Jack M. Feldman, Georgia Tech, Discussant

This symposium will focus on the seasons of leadership in organizations, beginning with adolescence and progressing through the selection, mid-career, and late career of the leader. Each participant will address a particular stage and explore issues relevant to that season of leadership.

David P. Campbell, Center for Creative Leadership, Chair
George P. Hollenbeck, Hollenbeck Associates, A Moving Target: Seasonal Changes in Selection of Leaders
David B. Peterson, Personnel Decisions International, Mary Dee J. Hicks, Personnel Decisions International,
            Coaching Leaders at Mid-Career: Fewer Answers, Better Questions
Douglas T. Hall, Boston University, Succession and Mentoring Roles: The Older Leader
Karen Holcombe, University of Maryland, Mark Ehrhart, University of Maryland, Benjamin Schneider, University
            of Maryland, Growing Leaders: The Adolescent Years
David P. Campbell, Center for Creative Leadership, Discussant

Identifying and developing effective leaders is critical to organizational success. Succession management provides a systematic approach by which to accomplish this. This forum will provide a conceptual framework and key features of an effective succession management system and will address the issues and challenges faced by practitioners in various industries.

Ann Marie Yanushefski, Personnel Decisions International, Chair
Elaine Sloan, Personnel Decisions International, Claire Bender, Mayo Clinic, Robert Blomberg, Mayo Clinic,
            Developing Mayo’s Physician Leaders for the Twenty-first Century
John Tracy, SBC Communications, Impacting Executive Development to Meet Companies’ Needs
Jeffrey J. McHenry, Microsoft Corporation, Succession Management Within a High Velocity Environment

Come and exchange ideas with other local groups, plan joint efforts, and discuss support needed from SIOP. Current and newly appointed SIOP Professional Association Affairs Subcommittee Chairs will attend.

Donna L. Denning, Host

This symposium reviews the development and analysis of industry-based interventions to promote safe driving among soft drink distributors and pizza deliverers as well as presents the preliminary validation of predictors for safe driving in these occupations. Research reports focus on goal setting and behavioral feedback to improve driving practices.

Timothy D. Ludwig, Appalachian State University, Chair
Steven W. Clarke, Virginia Tech, E. Scott Geller, Virginia Tech, Amy Gershenoff, Virginia Tech, Using
            Self-Monitoring to Improve the Driving Safety of Professional Drivers
Julie A. Caplinger, Center for Organizational and Health Behavior, Timothy D. Ludwig, Center for Organizational
            and Health Behavior, Yasmin Benton, Center for Organizational and Health Behavior, Providing Pizza
            Deliverers Normative Feedback and Rewards for Safe Driving
Jay Biggs, Appalachian State University, Timothy D. Ludwig, Appalachian State University, Shannon Reynolds,
            Appalachian State University, Proximal Versus Distal Goal Setting as a Safe Driving Intervention
Tori L. Terrizzi, Appalachian State University, Sandy Edwards, Appalachian State University, Mary Mcinnis,
            Appalachian State University, Timothy D. Ludwig, Appalachian State University, Delivering Safely:
            Multiple Predictors for Selecting Safe Deliverers
Jason P. DePasquale, Safety Performance Solutions, E. Scott Geller, Virginia Tech, Michael Rowe, Virginia Tech,
            Larry Littleton, Virginia Tech, Feedback or Feedforward? Optimal Training for Increasing Safe Driving
            Behaviors

Gary A. Adams, University of Wisconsin-Oshkosh

Mark Agars, Pennsylvania State University
Amy Unkless, Pennsylvania State University
Paul Tesluk, Tulane University

Tammy D. Allen, University of South Florida
Lillian T. Eby, University of Georgia
Shane Douthitt, University of Georgia
Carry Noble, University of Georgia

Shelley N. Baker, University of Akron
Rosalie J. Hall, University of Akron

K. Denise Bane, Baruch College

Gerald Bartlett, University of Akron
Corey E. Miller, University of Akron
Dennis Doverspike, University of Akron
Eric Olesen, Barrett & Associates
Cathleen Callahan, Barett & Associates

Suzanne R. Bennett, University of Tennessee
Larry Williams, Virginia Commonwealth University

Dawn M. Borovsky, Wayne State University
James Martin, Wayne State University

Larry Bunce, Kansas State University
Jeffrey Gibbons, Kansas State University
Ronald G. Downey, Kansas State University

Dawn S. Carlson, University of Utah

Donna Chrobot-Mason, Xerox Corporation

Jason A. Colquitt, Michigan State University
Raymond A. Noe, Michigan State University
Brian Janz, University of Memphis

Amy B. Conn, University of Maryland
Paul J. Hanges, University of Maryland
William P. Sipe, University of Maryland
Amy Salvaggio, University of Maryland

J. Philip Craiger, University of Nebraska at Omaha
R. Jason Weiss, University of Nebraska at Omaha
Adam B. Butler, University of Wisconsin, Green Bay

Deborah A. Danzis, High Point University

David N. Dickter, AT&T
Mary A. Roznowski, Ohio State University
Robert S. Billings, Ohio State University

Tina Elacqua, Central Michigan University
Terry A. Beehr, Central Michigan University
Curtiss P. Hansen, Lincoln National Corporation

Alexis A. Fink, Old Dominion University
Debra A. Major, Old Dominion University

Lisa Finkelstein, Northern Illinois University
Kelly Higgins, Northern Illinois University
Margaret Clancy, Northern Illinois University

Mark B. Gavin, Oklahoma State University
Larry Williams, Virginia Commonwealth University
David A. Hofmann, Texas A & M University

Michele J. Gelfand, University of Maryland
Lisa Nishii, University of Maryland
Marianne Higgins, University of Maryland
Christopher McCusker, Yale School of Management
Alexandria Dominguez, University of Maryland

Paul J. Hanges, University of Maryland
William P. Sipe, University of Maryland
Amy B. Conn, University of Maryland
Marianne Higgins, University of Maryland
Bradford S. Bell, Michigan State University
Amy Salvaggio, University of Maryland

Tonia S. Heffner, University Tennessee - Chattanooga
John E. Mathieu, Pennsylvania State University
Janis Cannon-Bowers, Naval Air Warfare Center

Madeline E. Heilman, New York University
Brian Welle, New York University

William H. Hendrix, Clemson University
Justin D. Rueb, US Military Academy
Robert P. Steel, Air Force Institute of Technology

Scott Highhouse, Bowling Green State University
Sandra Stierwalt, Bowling Green State University
Peter D. Bachiochi, Bowling Green State University
Allison Elder, Bowling Green State University
Gwen G. Fisher, Bowling Green State University

John R. Hollenbeck, Michigan State University
Jason A. Colquitt, Michigan State University
Daniel R. Ilgen, Michigan State University
Jeffrey A. LePine, Michigan State University
Jennifer Hedlund, Yale University

David A. Kravitz, Rice University
Ann Kim Nguyen, Rice University
Stephen Klineberg, Rice University
Christopher Lund, Rice University
Emery Fu, Rice University

Sabine Maetzke, University of Tennessee
Joyce E. A. Russell, University of Tennessee
Stephen Gaby, University of Tennessee
Richard Reizenstein, University of Tennessee
Joseph Rentz, University of Tennessee

Claire Mason, University of Queensland
Mark Griffin, University of Queensland

Melinda S. Mayfield, Purdue University
Michael A. Campion, Purdue University

Philip J. Moberg, Wayne State University

Alison S. O’Brien, George Mason University
Wendy J. Casper, George Mason University
Louis C. Buffardi, George Mason University
Carol Erdwins, George Mason University

Daniel Ostgaard, University of Minnesota
Paul R. Sackett, University of Minnesota

Elissa L. Perry, University of Illinois
Wallace Hendricks, University of Illinois
Emir Broadbent, University of Illinois

Christine M. Riordan, University of Georgia
Elizabeth Weatherly, University of Georgia

Steven Rogelberg, Bowling Green State University
Matthew S. O’Connor, Bowling Green State University

William M. Rogers, Michigan State University

Elizabeth L. Shoenfelt, Western Kentucky University
Sarah J. Leider, Western Kentucky University

Jerel Slaughter, Bowling Green State University
Evan Sinar, Bowling Green State University
Scott Highhouse, Bowling Green State University

Steven E. Stern, University of Pittsburgh-Johnstown
Stephanie Brandt, University of Pittsburgh-Johnstown
Donald A. Hantula, Temple University

Lathonia Stewart, Clemson University
Richard Perlow, Clemson University

H. Canan Sumer, Middle East Technical University

Donna Maria C. Vigil-King, University of Tennessee
Michael C. Rush, University of Tennessee

Alan G. Walker, First Tennessee Bank
Susan A. Walker, Federal Express

Amy Walters, DePaul University
Alice F. Stuhlmacher, DePaul University
Lia L. Meyer, DePaul University

Joe Yum, Louisiana State University
Eric P. Braverman, Louisiana State University

Jean Phillips, Rutgers University