Self-other rating agreement and leader effectiveness

This study examined relationships between two models of self-other rating agreement and leader effectiveness. Using differences between self- and subordinate ratings, managers (N = 2,056) were first categorized into four groups: over-estimators (who rated themselves higher than others rated them); under-estimators (who rated themselves lower than others rated them); in-agreement/good raters (whose self-ratings were favorable and similar to the ratings of others); and, in-agreement/poor raters (whose self-ratings were unfavorable and similar to the ratings of others) (Atwater & Yammarino, in press). Then, managers were classified using a six group model (Brutus, Fleenor,& Taylor, 1996), which introduced a further distinction—over-estimators/good, and under-estimators/poor. With the four group model, superiors appeared to rate in-agreement/good raters and under-estimators as more effective than over-estimators. However, with the six group model, in-agreement/good raters and under-estimator/good raters were not seen as more effective than over-estimator/good raters. The results suggested that six groups are necessary to fairly compare agreement groups.     

基于在线评级和评论的评价者效用机制研究

互联网中对产品和服务的评价越来越受到重视,因为评价能够消除消费者的不确定性,辅助其做出购买决策。大多数在线购物网站中用户的评价包括评级和评论。现有的评价反馈系统和评价研究往往只单独关注评价者之间的评级或评论,而忽略了两者之间的有机统一。评价者的评级并不一定反映评价者的真实评价,很多评价者更倾向于选择评论文本来表达自己的真实情感。本文以从淘宝网抓取的852071条评价数据为基础,通过分析评价者评级和评论之间的不一致性,结合RFM模型,考虑评级和评论两种信息形成的评价效用,提出了RFMA模型来计算评价者的总体评价效用。并据此对好的与不好的评价者进行区分,进一步为消费者的购买决策提供支持。通过对评价者的总体分析可以得出,本文提出的机制更加具有可用性和有效性。     

Single‐ and Multiple‐Informant Research Designs to Examine the Human Resource Management−Performance Relationship

During the last decades, many empirical studies have analysed the relationship between human resource management and firm performance. Despite the call for multiple‐rater designs, a relatively large number of researchers still rely on survey responses provided by a single informant in each organization. Single‐informant designs suffer from a number of problems, especially when the responses provided by different types of raters across firms are pooled into a single dataset prior to assessing their equivalence across raters. Using an illustration of the relationship between high performance work systems and firm performance, in this paper we observe that responses provided by managers holding different positions (human resource managers and sales managers) differ significantly and therefore pooling their responses into a single dataset may result in confusing conclusions. Furthermore, we demonstrate that differences arise in the estimated parameters when a multiple‐key‐informant approach, compared to a single‐informant design, is adopted. For these reasons, data collection using multiple key informants is recommended, based on the assumption that some raters in the firm will be more knowledgeable about the variables of interest than others.     

Which leadership roles matter to whom? an examination of rater effects on perceptions of effectiveness

Using a 360-degree feedback approach, we examined the extent to which raters vary in the leadership roles they associate with effectiveness, as well as the extent to which self-ratings reflect those of other raters. Using data from 252 managers and their subordinates, peers, and superiors from the public utility industry, we found that, depending on the rater-ratee relationship, different leadership roles are associated with effectiveness. The managers themselves resembled their superiors the most in terms of the leadership roles they associated with effectiveness. These results lend support for the importance of 360-degree feedback for both practitioners and researchers. Organizational researchers, then, should not only examine levels of rater agreement, but also try to better understand what different raters consider critical leadership roles. This article is a step in that direction.     

Do you remember? Rater memory systems and leadership measurement

Despite widespread concerns about the use of retrospective accounts of leader behavior and response tendencies associated with raters who tend to rely on semantic memory, little attention has been devoted to developing methods that move measurement processes beyond those based on semantic memory to those based on episodic memory. The results from a series of six studies demonstrate a) questionnaire items can be classified in terms of their emphasis on episodic or semantic memory and the language used in items is associated with different types of memory processes, b) scales based on episodic memory have a greater association with trust than do scales based on semantic memory, c) the procedure that requires raters to indicate whether their response to each item is based on semantic or episodic memory dramatically reduces the impact of liking on leadership ratings, and d) the memory source intervention that encourages raters to rely on episodic memory reduces false alarms in leadership ratings. Taken together, these results demonstrate that rater memory systems are an important component of the leadership rating process and that consideration of the type of memory elicited during that process can be used to improve leadership measurement.     

Examination of Structured Interview Ratings Across Time: The Effects of Applicant Race, Rater Race, and Panel Composition

This study examined the relationship between race and interview ratings in a structured selection panel interview. Data from 1,334 police officer applicants who were interviewed by three-person panels were examined to explore how applicant race, rater race, and panel racial composition related to interview ratings and change from initial to final ratings. Results revealed the largest effect was for panel racial composition, such that predominately White panels provided significantly more favorable ratings to applicants of all races compared to panels composed of predominately Black raters. However, a significant three-way interaction between rater race, applicant race, and panel composition was also found. Specifically, Black raters evaluated Black applicants more favorably than White applicants only when they were on a predominately Black panel. These results may help explain past inconsistencies in the literature regarding the effects of rater race and applicant race on ratings.     

MULTIPLE RATERS IN SURVEY‐BASED OPERATIONS MANAGEMENT RESEARCH: A REVIEW AND TUTORIAL

Research in the area of operations strategy has made significant progress during the past decade in terms of quantity of articles published, as well as the quality of these articles. Recent studies have examined the published literature base and determined that, in general, the field has progressed beyond an exploratory stage to a point where there is a core set of basic terminology and models. Concurrent with the formation and solidification of a core terminology, there is an increasing emphasis on developing and employing a set of reliable, valid, and reproducible methods for conducting research on operations strategy. We provide a review of common methods for assessing the degree of reliability and agreement of the responses provided by multiple raters within a given organization to a set of qualitative questions. In particular, we examine four methods of determining whether there is evidence of disagreement or bias between multiple raters within a single organization in a mail survey.     

The role of inferential accuracy in performance rating

The presence of shared implicit theories of performance is used in explaining the failure of behavioral anchors to improve performance ratings. It is proposed that efforts to improve rating accuracy also will be hampered by a preoccupation with observation. Instead, attention needs to be focused on the inferential accuracy of the rater and the cognitive processes and implicit theories upon which raters rely.     

Optimised buffer allocation to construct stable personnel shift rosters

Organisations need to construct stable baseline personnel shift rosters based on forecasts about the future personnel demand and employee availability. However, variability arises in the short-term, which renders these forecasts incorrect and affects the quality of the personnel roster. In this paper, we study how to anticipate this variability by introducing capacity buffers in the personnel shift roster. We propose a new approach by solving an equivalent deterministic formulation of a stochastic personnel shift scheduling problem. In contrast to traditional approaches, the size and position of capacity buffers are not defined in advance but are adequately determined as an endogenous variable by the proposed optimisation model to align the available personnel capacity to the stochastic demand. We propose different strategies to define the anticipated uncertainty and to allocate capacity buffers accordingly. We validate the performance of these strategies through a comparison with a deterministic minimum cost strategy and a more traditional resource buffer strategy based on a three-step methodology. This methodology makes use of simulation and optimisation to mimic the hierarchical personnel planning process.     

Die nur fast gelingende Schließung des Personalentwicklungszyklus

The nearly closed cycle of personnel development. The growing popularity of personnel development like training, coaching or supervision is usually justified by the new challenges impending on organizations. The author presents an alternative explanation: Basing on considerations about the operative consistency of organizations, he argues, that the popularity of personnel development is to explain by the boom of personnel diagnostics during the last two decades. Only by potential analysis, assessment center, 360-degree feedback, several trainings and especially person-centered counseling like coaching and supervision could increase their attractiveness. In organizations, cycles of personnel development emerge, and by this a sort of all-round cares of the organisation members.     

A new approach to analyzing the Achilles' heel of multisource feedback programs: Can we really trust ratings of leaders at the group level of analysis?

This research addresses the Achilles’ heel of all multi-source leadership feedback programs regardless of whether they use 360°, 270°, or 180° ratings. Namely, should all feedback be universally aggregated by feedback groups and reported to respondents? A sample of raters from the Center for Creative Leadership (N = 15,500 including subordinates, peers, and others) was grouped to align with each raters’ matching focal subject (J = 1,550). Two scales from CCL’s Benchmarks instrument (Building and Mending Relationships and Career Management) were used to: (1) predict a derailment factor (Problems with Interpersonal Relationships) and (2) determine the operative level of analysis and its aggregation characteristics using Within and Between Analysis (WABA). In many cases, the variables under consideration did not aggregate optimally. Using a technique based upon each group’s coefficient of variation as a measure of internal consensus, between 3% and 25% of groups should not have their averages reported. Alternative approaches are discussed.     

创新网络嵌入与高技术企业研发人员创新绩效关系研究

 创新驱动的实质是人才驱动,企业技术管理的重要核心之一是人员管理。研发人员是高技术企业的核心人力资本和主导资源,具有典型的稀缺性、创造性、主导性、体验性以及高信息需求等异质性特征,能否采取切实有效措施满足研发人员的异质性需求,激活其创新潜力和活力,是提升高技术企业创新绩效和管理技术人员的关键。        聚焦于高技术企业研发人员的异质性需求特征,运用创新网络嵌入理论,提出创新网络嵌入、创新效能感与创新绩效的关系假设模型;借鉴成熟量表,设计相关测量变量的调查问卷;利用Spss 19.0和Amos 21.0软件,对北京、上海、武汉、广州等地高技术企业研发人员的269个调查数据进行分析,考察创新网络嵌入对研发人员创新绩效的影响和作用机理,并验证创新效能感的中介作用。        研究结果表明,高技术企业研发人员的创新网络结构嵌入对创新过程和创新结果均具有显著正向影响,而关系嵌入仅对创新过程具有正向影响;创新网络结构嵌入和关系嵌入对创新效能感均具有显著正向影响,创新效能感对创新过程和创新结果具有显著正向影响;创新效能感在研发人员结构嵌入和关系嵌入对创新过程的影响中起完全中介作用,在结构嵌入对创新结果的影响中起部分中介作用。        从技术人员创新绩效管理的微观视角入手,探究高技术企业研发人员创新绩效的内涵、实质和影响因素,对高技术企业研发人员的创新网络嵌入与创新绩效的关系、创新效能感的中介作用以及创新网络嵌入与创新绩效的关系研究中关系嵌入悖论进行实证检验和解读,提出提升高技术企业研发人员创新绩效的创新网络嵌入式开发策略,包括聚焦产学研战略协同和集群创新、强化关系网络建设和位置管理、营造宽松氛围以提升创新效能感等。     

Models and methods for workforce planning under uncertainty: Optimizing U.S. Army cyber branch readiness and manning

This work examines the problem of optimally resourcing personnel for a new set of U.S. Army cyber-specialty career fields using a combination of personnel accessions and inter-career-field transfers that are limited to occur over a subset of periods early within a 30-year career cycle. This workforce planning problem is bounded by constraints respectively pertaining to organizational needs for personnel, as well as personnel promotion policies. Complicating the problem are stochastic retention rates for every combination of year and promotion level within each career field over the 30-year period. Upon formalizing this Cyber Workforce Planning Problem (CWPP) within the framework of multiple performance goals, this study formulates, tests, and compares three frameworks to seek optimal workforce planning decisions under uncertainty: two stochastic programming (SP) variants and a robust optimization (RO) representation. Upon sampling the stochastic parametric distributions to generate a set of collectively representative, deterministic scenarios, the SP variants respectively leverage a scenario-based Monte Carlo approach and sample average approximation, whereas the RO model examines robust solutions over a range of decision-maker risk attitudes. A sensitivity analysis applied to the first of the SP variants indicates the solutions are relatively insensitive to different prioritizations of goals, and identifies policy insights to help recruit and retain personnel. Comparative testing of the three methodologies yields workforce planning recommendations that are relatively consistent across solution methodologies and identify concerns to inform changes to personnel policies.     

An Exploratory Analysis of the Value of the Skills of IT Personnel: Their Relationship to IS Infrastructure and Competitive Advantage

Determining and assessing the requisite skills of information technology (IT) personnel have become critical as the value of IT has risen in modern organizations. In addition to technical skills traditionally expected of IT personnel, softer skills like managerial, business, and interpersonal skills have been increasingly cited in previous studies as mandatory for these employees. This paper uses a typology of IT personnel skills—technology management skills, business functional skills, interpersonal skills, and technical skills—and investigates their relationships to two information systems (IS) success variables, IS infrastructure flexibility and the competitive advantage provided by IS. The study investigates these relationships using the perceptions of chief information officers (CIOs) from mostly Fortune 2000 companies. The contributions of this study are: IT personnel skills do affect IS success, technical skills are viewed as the most important skill set in affecting IS infrastructure flexibility and competitive advantage, and modularity is viewed as more valuable to competitive advantage than integration. Several explanations are offered for the lack of positive relationships between the softer IT personnel skills and the dimensions of IS success used in this study.     

Risk Perception Among Nuclear Power Plant Personnel: A Survey

This study investigated risk perception, well-being, and organizational commitment among nuclear power plant personnel. The study group, 428 employees from a nuclear power plant, completed a questionnaire which included the same questions as those in previous surveys on risk perception of lay persons and industrial workers. Hazards at work were not seen as a sizable problem by nuclear power plant personnel. The study group estimated the safety of nuclear power plants better and the possibility of a serious nuclear accident as more unlikely than the general public. Compared to employees in other industrial companies, the overall perceived risks at work among plant personnel did not exceed the respective perceptions of the reference groups. Risk-related attitudes did not explain well-being among plant personnel, but the relationship between the perceived probability of a serious nuclear accident at work and organizational commitment yielded to a significant correlation: Those plant workers who estimated the likelihood of an accident higher were less committed to the organization.     

Employers' Recruitment Behaviour: An Empirical Analysis of the Role of Personnel Management Attitudes

The practical importance of recruitment is witnessed by the existence of specific personnel management functions within firms. The aim of the paper is to investigate the importance of firms' personnel management attitudes for recruitment procedures. We focus on the choice of the first search channel and on the subsequent search spell. The model is empirically estimated by using a data set on recruitment behaviour of Dutch firms. The results show that personnel management considerations are important for the choice of the recruitment channel. It appears that advertisement is preferred to the informal channel in that employers believe it is faster and generates applicants who better comply with the hiring standards. Furthermore, employers turn out to prefer mainly the informal channel when recruitment costs are considered important.     

Controlling and evaluation

Mr. Newton analyses the personnel strategy of Shell U.K. and describes how it is related to the corporate planning system. He then explains the measures which are taken to plan, control, and research the use of personnel. He deals in detail with the development of a computer based information system, attempts to determine the cost effectiveness of manpower, and the use of the Behavioural Sciences in a positive effort to shape personnel relations in the company. Finally, he mentions a number of changes which are likely to influence personnel strategy in the future.     

Some social implications of personnel planning

It would appear that most discussions on manpower or personnel planning are concerned with highlighting the dichotomy between organizational needs and personal needs. The assumption that these two separate need areas can be successfully harmonized through personnel planning is implicit. In this paper the intention is to discuss this relationship in terms of the consequences for employees of attempts to achieve the aims of organizational manpower plans through the establishment of personnel control mechanisms.     

Adjustments of wage-tenure profiles with respect to entry age

This paper adds a new empirical finding of the impact of workers’ entry age on wage-tenure profiles to the literature, which might be explained by human capital and deferred compensation models. I analyze two different data sets stemming from personnel records of a large German company and from German linked employer-employee data. The analyzed company employs a quite large share of older workers but does not hire many older workers. Estimated earnings functions indicate that wage-tenure profiles are adjusted with respect to entry age: workers with older entry age earn higher entry wages and have lower wage growths than younger workers. The linked employer-employee data confirm the findings from personnel records as most firms pay higher entry wages and flatter wage-tenure profiles to older new entrants. The personnel data set and the linked employer-employee data set have their advantages and disadvantages so that an analysis of both enhances the credibility of the main results.     

车险理赔业务中的徇私赔付及其对策

针对理赔人员徇私赔付问题,借用博弈论中的委托-代理理论构建了一个“三方三阶段不完美动态博弈模型”,通过对被保险人、理赔人员、保险公司三方的博弈分析,得出了当理赔人员秉公理赔时,其薪酬激励系数、罚金与赔款支出、保险公司二次审核之间的博弈数理关系,并据此指导某公司制定出一系列对理赔人员监督和激励的管控措施。经过近一年实践,取得了较好的效果。