No description available.

The purpose of this study is to investigate the moderating effects of personality variables on the relationship of role stress to performance. The sample consisted of 45 males and 57 females from undergraduate psychology classes at the University of Central Florida. Subjects completed the Adjective Check List (Gough & Heilbrun, 1965), a written decision-making exercise, and a derivative of the role conflict and role ambiguity scales developed by Rizzo, House, and Lirtzman (1970). these yielded personality, performance, and stress scores for each subject. Each personality variable (achievement, aggression, autonomy, flexibility, and introversion) was partialed out of the relationship between role conflict and performance and between role ambiguity and performance. T-tests revealed that the partial correlations did not differ significantly from the zero-order correlations. Furthermore, individuals who scored high on a designated personality variable did not have higher mean role stress scores than persons scoring low on that personality variable. These findings indicate that the personality variables are not related to role stress (except for achievement and role ambiguity, p< .01) and that these variables have no significant impact on the relationship between role stress and performance.

An in-basket exercise was used to investigate the effects of sex-role stereotypes on selection evaluations of applicants for a management position. The independent variables consisted of (a) sex of the applicant (e.g. Janet N. Davis, James N. Davis) (b) the raters attitude toward women in management positions as measured by a questionnaire, and finally (c) the quality of information (e.g. biographical or behavioral). On the basis of information provided, 28 male and female subjects evaluated the applicants performance potential and suitability for a particular management position. The results confirmed the hypothesis that attitude toward women in management creates a discriminatory impact toward women on certain management dimensions when the evaluator is forced to predict behavior based on biographical information. However, when actual behavioral data about job performance is made available, discriminatory effects appear to be eliminated. Implications of these results are discussed.

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The main purpose of the present study was to determine empirically whether differences in perceived role conflict, role ambiguity, and Type A proclivities are associated with differences in perceived psychosomatic dysfunction. Moreover, an ancillary purpose of the present study was to determine whether differences in perceived job performance were associated with Type A-B tendencies and perceived role conflict and ambiguity. Data for 72 workers from all levels of two types of organizations (i.e., citizen protection and health) were obtained. All workers completed a role conflict and ambiguity measure, a 15-item self-report index of psychosomatic dysfunction, a 7-poimt measure of job performance, and the Jenkins Activity Survey (Form C) which was designed to tap the Type A behavior pattern. On the basis of their health reports, workers were classified into one of the following two groups: (a) psychosomatic, and (2) "no" psychosomatic. In order to identify whether differences in vectors, comprised of measures or role conflict, role ambiguity, and Type A-B behavior, existed among the two health groups, a discriminant function analysis was used. The only function extracted resulted in a Wilks' lambda of .8625 (p< .01). Moreover, Type A-B behavior and role conflict were found to contribute .798 and .201 to unit variance, respectively. In order to determine whether differences in perceived job performance were associated with Type A-B tendencies and perceived role conflict and ambiguity, two 3 x 2 fixed effects ANOVAs were performed. Significant main effects were found for role conflict (p< .005) and Type A-B behavior (p< .05). Neither interaction term proved significant. In sum, the results indicate that differences in perceived stress, as defined by role conflict, and Type A proclivities are associated with differences in perceived psychosomatic dysfunction. Moreover, Type B persons' perceptions concerning their own job performance are more favorable than Type A persons' perceptions concerning their own job performance, and this holds regardless of the perceived intensity of the stressor. Finally, persons under perceived "moderate" levels of stressor intensity were found to have significantly more favorable perceptions concerning their own job performance, than those who were under either perceived "low" or "high" levels of stressor intensity. This relationship help regardless of Type A or Type B proclivities.

No description available.

No description available.

Graduate programs in Industrial/Organizational Psychology vary throughout the country with regard to curriculum design and content, raising the issue of preparation and its relationship to preparedness on the job. It was hypothesized that: (1) students with a greater amount of prior field experience would perceive themselves to be better prepared for the workplace than those with a lesser amount of such experience; (2) employers would perceive students who had received a greater amount of prior field experience as better preared than those with a lesser amount of such experience; and (3) students with previous work experience or job training in the field, whether prior to or concurrent with graduate training, would perceive themselves better prepared than those with either practicum experience alone or with no applied experience in the field at all. Subjects were graduates of terminal master's programs in Industrial/Organizational Psychology and the first employers of these graduates. Dependent varialbes were graduate self-perceptions of preparedness on the job and employer perceptions of employee preparedness on the job. Data were analyzed using chi-squre statistics. Results indicated that no significant difference existed among graduates or among employers in their reported perceptios of perparedness in the workplace.

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No description available.