A further note on testing for multisource contamination in location/scale families

Proofs of two conjectures in Gather (1989) are given.     

On the correlation coefficient between the first and the r-th smallest order statistics based on n independent exponential random variables

It is proved that the correlation coefficient between the first and the r-th smallest order statistics based on n independent, exponentially distributed random variables is less than or equal to the corresponding correlation coefficient when the n indpendent random variables are identically and exponentially distributed with expectation equal to unity     

Exact Statistical Tests for Heterogeneity of Frequencies Based on Extreme Values

Sophisticated statistical analyses of incidence frequencies are often required for various epidemiologic and biomedical applications. Among the most commonly applied methods is the Pearson's χ² test, which is structured to detect non specific anomalous patterns of frequencies and is useful for testing the significance for incidence heterogeneity. However, the Pearson's χ² test is not efficient for assessing the significance of frequency in a particular cell (or class) to be attributed to chance alone. We recently developed statistical tests for detecting temporal anomalies of disease cases based on maximum and minimum frequencies; these tests are actually designed to test of significance for a particular high or low frequency. The purpose of this article is to demonstrate merits of these tests in epidemiologic and biomedical studies. We show that our proposed methods are more sensitive and powerful for testing extreme cell counts than is the Pearson's χ² test. This feature could provide important and valuable information in epidemiologic or biomeidcal studies. We elucidated and illustrated the differences in sensitivity among our tests and the Pearson's χ² test by analyzing a data set of Langerhans cell histiocytosis cases and its hypothetical sets. We also computed and compared the statistical power of these methods using various sets of cell numbers and alternative frequencies. The investigation of statistical sensitivity and power presented in this work will provide investigators with useful guidelines for selecting the appropriate tests for their studies.     

The Ties that Bind: Social Networks, Person-Organization Value Fit, and Turnover Intention

This article examines the influence of social networks and valuecongruence on turnover intention among public and nonprofitemployees. We argue that employees exist in social networksinside and outside their organization, and these networks shapeemployee attitudes and behavior. To illustrate this theory,we use turnover intention. A strong and positive intraorganizationalsocial network characterized by good relations with and a senseof obligation toward other staff is hypothesized to make itmore likely that employees will stay. A strong social networkexternal to the organization is hypothesized to increase theopportunities that employees have to leave. Our findings offerstrong support for the role of intraorganizational networks,but relatively weak support for the effect of external networks.We also propose that person-organization (P-O) fit shape turnoverintention. Our results suggest that employees who experiencea strong P-O fit in terms of value congruence are more likelyto offer a long-term commitment.     

Connecting the Dots in Public Management: Political Environment, Organizational Goal Ambiguity, and the Public Manager's Role Ambiguity

This article is a systematic effort to study a key theoreticalquestion from the vantage point of public sector organizationalbehavior. Most political science models, with a primary interestin democratic control of bureaucracy, study the political influenceon the bureaucracy from an agency theory perspective. Organizationbehavior literature, on the other hand, is focused largely onthe study of individual-level phenomena in private organizationsand does not incorporate political context as part of explanatorymodels. This article proposes a middle-range theory to "connectthe dots," beginning with disparate sources in the polity influencingorganizational goal ambiguity, which in turn is expected toincrease managerial role ambiguity. An empirical test, usingdata collected from a national survey of managers working instate human service agencies, supports this theoretical model.We find that certain types of political influence have an impacton organizational goal ambiguity, which in turn has a directeffect in increasing role ambiguity and also an indirect effectin increasing role ambiguity through organizational structure.