Knowledge that Transforms

Although D. L. Kirkpatrick (1959, 1996) popularized the concept of trainee reactions over 40 years ago, few studies have critically examined trainees' reactions to learning events. In this article, research on mood and emotion is used to develop a theoretical framework for research on trainee reactions. Two studies examine the factor structure of reactions and their nomological network. In Study 1, 178 undergraduate and 101 graduate students listened to a computer-delivered multimedia lecture. Results suggest that (a) reactions can be conceptualized as hierarchical, with overall satisfaction explaining associations among distinct reaction facets (enjoyment, relevance, and technology satisfaction), and (b) reactions are predicted by trainee characteristics. In Study 2, 97 undergraduates experienced the same lecture in 1 of 3 randomly assigned delivery technologies. Reactions were influenced by technology and were related to learning process (engagement) and outcomes (intentions regarding delivery technology, content, and learning). Both studies support the theoretical framework proposed.

The authors examined the incremental validity of the reaction time (RT) measure beyond that of skin conductance response (SCR) in the detection of concealed information. Participants performed a Stroop-like task in which they named the color of critical and neutral words. Results show that the SCR highly differentiated between the relevant and neutral words. However, the RT demonstrated a significant differentiation only when the critical words denoted personally significant items (e.g., one's own name) and not when they denoted crime-relevant items related to a simulated crime. In both cases, combining the 2 measures yielded no advantage over the use of SCR alone. Thus, although behavioral measures may differentiate between relevant and neutral information in some cases, their practical use is questionable.

To help employees better manage work-life conflict, organizations have introduced various initiatives, which have met with mixed results. The present studies examined the utility of a procedurally based approach to understanding employees' reactions to work-life conflict. The authors examined whether the fairness of procedures used by organizational authorities to plan and implement decisions moderates the (inverse) relationship between work-life conflict and employees' organizational commitment. Three studies using different methodologies showed support for the moderating role played by procedural fairness. That is, the tendency for greater work-life conflict to lead to lower commitment was significantly less pronounced when procedural fairness was high rather than low. Theoretical contributions to the work-life conflict and organizational justice literatures are discussed, as are practical implications.

Although research has shown that individual job performance changes over time, the extent of such changes is unknown. In this article, the authors define and distinguish between the concepts of temporal consistency, stability, and test-retest reliability when considering individual job performance ratings over time. Furthermore, the authors examine measurement type (i.e., subjective and objective measures) and job complexity in relation to temporal consistency, stability, and test-retest reliability. On the basis of meta-analytic results, the authors found that the test-retest reliability of these ratings ranged from .83 for subjective measures in low-complexity jobs to .50 for objective measures in high-complexity jobs. The stability of these ratings over a 1-year time lag ranged from .85 to .67. The analyses also reveal that correlations between performance measures decreased as the time interval between performance measurements increased, but the estimates approached values greater than zero.

This study is part of a trend of examining noncognitive predictors, for example, a situational judgment test (SJT), as supplements to cognitive predictors for making college admission decisions. The authors examined criterion data over multiple academic years and universities. The criterion domain was broadly conceptualized, including both cognitive and interpersonal domains. The sample consisted of 7,197 candidates of the Medical and Dental Studies Admission Exam in Belgium. Results confirmed the importance of cognitive predictors. A video-based SJT was differentially valid for predicting overall grade point average for different curricula. The SJT showed incremental validity over cognitively oriented measures for curricula that included interpersonal courses, but not for other curricula. The SJT became more valid through the years. This demonstrates the importance of carefully specifying predictor- criterion linkages and of differentiating both predictor and criterion constructs.

The authors investigated the efficacy of several variables used to predict voluntary, organizationally avoidable turnover even before the employee is hired. Analyses conducted on applicant data collected in 2 separate organizations (N = 445) confirmed that biodata, clear-purpose attitudes and intentions, and disguised-purpose dispositional retention scales predicted voluntary, avoidable turnover (rs ranged from -.16 to -.22, R = .37, adjusted R = .33). Results also revealed that biodata scales and disguised-purpose retention scales added incremental validity, whereas clear-purpose retention scales did not explain significant incremental variance in turnover beyond what was explained by biodata and disguised-purpose scales. Furthermore, disparate impact (subgroup differences on race, sex, and age) was consistently small (average d = 0.12 when the majority group scored higher than the minority group).

Existing transformational leadership research has focused primarily on the behaviors of leaders and their effects on followers. The authors extended this research by examining the social networks of managers who exhibit transformational leadership behaviors. Their focus was on the network of relationships that managers develop and whether they hold key positions in the organization's informal social networks. In a field study using data from 39 managers and 130 nonmanagement employees of 6 organizations, the authors found that managers who score higher on transformational leadership tend to hold more central positions in organizational advice and influence networks. Furthermore, the direct reports of these leaders were also more central in informal organizational networks. These results illuminate one of the ways that managers who exhibit transformational leadership behaviors may exert influence in organizations.

The purpose of this research was to develop a multidimensional measure of job market perceptions based on a meta-analysis. Item sets were developed to operationally define the dimensions and were tested among 3 samples. Results of a series of exploratory and confirmatory factor analyses in 3 samples indicated that the 5 scales have satisfactory psychometric properties, construct, and criterion-related validity. The 5 dimensions accounted for significant and relatively large amounts of turnover variance, even after a number of standard turnover predictors had been taken into account. The results suggest the presence of job search microprocesses in the employee turnover process. These microprocesses are described and integrated into current thinking about the turnover process.

The authors investigated predictors of supervisor-targeted workplace aggression among 105 "moonlighters" (employed adults who work 2 jobs, each with a different supervisor), as a way of examining the relative role played by within-subject situational differences and between-subjects individual differences. Individual difference variables (self-esteem, history of aggression) explained a similar level of variance in aggression across both jobs, whereas situational factors (interactional injustice, abusive supervision) were job specific and explained proportionally more variance than did individual differences.

A longstanding debate has recently re-erupted in the self-regulation literature around the concept of self-efficacy. This article presents an argument that the debate emerges from a lack of understanding of the history of control theories within both the social and physical sciences and the various levels of explanation to which phenomena can be subjected. This history, coupled with the issues of determinism, materialism, and empiricism evoked by the deeper level of explanation that some versions of control theory provide, has led some critics to mis-apply non-psychological properties to control theories and obscure their usefulness. Here, the usefulness of a deeper control theory level of explanation is illustrated using comparisons with explanations found in goal-setting theory and social cognitive theory.