Descriptor
| Employee Attitudes | 59 |
| Job Satisfaction | 25 |
| Employees | 17 |
| Work Attitudes | 15 |
| Job Performance | 12 |
| Personnel Evaluation | 10 |
| Motivation | 8 |
| Research Methodology | 8 |
| Evaluation Methods | 6 |
| Labor Turnover | 6 |
| Predictor Variables | 6 |
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Source
| Personnel Psychology | 59 |
Author
Publication Type
| Journal Articles | 48 |
| Reports - Research | 45 |
| Information Analyses | 5 |
| Reference Materials -… | 1 |
| Reports - Descriptive | 1 |
| Reports - Evaluative | 1 |
| Reports - General | 1 |
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Peer reviewedMcEvoy, Glenn M.; Buller, Paul F. – Personnel Psychology, 1987
Surveyed industrial employees (N=218) who had used peer evaluation system for over one year. Found a higher degree of user acceptance than that reported in previous research. Found users were significantly more favorable in their attitudes toward peer appraisals when the appraisals were used for developmental rather than evaluative purposes.…
Descriptors: Employee Attitudes, Employees, Industry, Peer Evaluation
Peer reviewedRafaeli, Anat – Personnel Psychology, 1985
Explored relationship between employees' participation in quality circle activities and perceptions of the influence they have on their job, characteristics of their jobs, and overall job satisfaction. Involvement in a quality circle was significantly related to employees' perception of influence, and some job characteristics, but not to job…
Descriptors: Employee Attitudes, Job Satisfaction, Job Skills, Participation
Peer reviewedChalykoff, John; Kochan, Thomas A. – Personnel Psychology, 1989
Developed model for examining impact of computer-aided monitoring on employee-level job satisfaction and turnover propensity. Results from 740 employees showed that, for some employees, negative effects of monitoring were inherent; for others, its negative impact could be mitigated by attention to feedback/performance appraisal processes.…
Descriptors: Computer Oriented Programs, Employee Attitudes, Job Satisfaction, Labor Turnover
Peer reviewedSilverman, Stanley B.; Wexley, Kenneth N. – Personnel Psychology, 1984
Examined whether employee involvement (N=65) in the development of behaviorally anchored rating scales (BARS) used in the feedback interview affected ratees' perceptions of the interview. Results showed that participation in BARS construction led to favorable perceptions regarding the performance appraisal interview process as well as positive…
Descriptors: Behavior Rating Scales, Employee Attitudes, Job Performance, Participation
Peer reviewedScarpello, Vida; Campbell, John P. – Personnel Psychology, 1983
Explored the usefulness of single-item global measures of job satisfaction for job satisfaction research in a study of 185 employees. Results suggested that the 1-5 global rating of overall job satisfaction may be a more inclusive measure of overall job satisfaction than summation of many facet responses. (JAC)
Descriptors: Attitude Measures, Employee Attitudes, Job Satisfaction, Measurement Techniques
Peer reviewedWilliams, Lawrence K.; And Others – Personnel Psychology, 1975
This article is concerned with some of the universal but seldom- articulated problems and considerations related to the art of data collection through use of questionnaires. (Author/RK)
Descriptors: Classroom Environment, Data Collection, Employee Attitudes, Program Administration
Peer reviewedDorfman, Peter W.; And Others – Personnel Psychology, 1986
Examined supervisor perceptions and subordinate reactions to formal performance-appraisal reviews. There were three dimensions of formal performance appraisals: two developmental (being supportive; emphasizing performance improvement) and one administrative (discussing pay and advancement). Support in appraisal review was associated with higher…
Descriptors: Administrator Attitudes, Employee Attitudes, Job Performance, Job Satisfaction
Peer reviewedAbdel-Halim, Ahmed A.; Rowland, Kendrith M. – Personnel Psychology, 1976
Studies by authors and also by Tosi (1970) fail to corroborate Vroom's hypothesis (1960) that the relationship of participation in decision-making to job satisfaction is influenced by subordinate's need for independence or authoritarianism. Methodological differences in studies are considered insufficient to account for contradictory findings,…
Descriptors: Decision Making, Employee Attitudes, Job Satisfaction, Organizational Communication
Peer reviewedLondon, Manuel – Personnel Psychology, 1976
Employees are likely to see factors other than job difficulty, value, and going wage rate as important in reclassification processes. Author examines these factors, and suggests that employee's understanding of and participation in evaluation process can lead to greater job satisfaction. (RW)
Descriptors: Employee Attitudes, Evaluation Methods, Job Analysis, Job Satisfaction
Peer reviewedDreher, George F.; And Others – Personnel Psychology, 1988
Examined joint effects of benefit coverage and costs borne by employees on multiple dimensions of compensation satisfaction among 2,925 highway patrol, state police, and department of public safety employees in eight states. Found that satisfaction with benefits increased with improved coverage and decreased with higher employee costs. Employees…
Descriptors: Employee Attitudes, Fringe Benefits, Health Care Costs, Health Insurance
Peer reviewedFerris, Gerald R.; And Others – Personnel Psychology, 1985
Examined the role of subordinate age in performance evaluations. Results found that supervisors rated older subordinates lower than younger subordinates doing the same job; differences between self-ratings of performance and supervisory ratings seemed to be a function of the subordinate's age; and a significant age by performance interaction was…
Descriptors: Ability, Achievement Rating, Age Differences, Attribution Theory
Peer reviewedMount, Michael K. – Personnel Psychology, 1984
Compared the psychometric properties of subordinate ratings of managerial performance (N=365) to those of supervisor (N=80) and self ratings (N=80). Results indicated that subordinate ratings are more similar to supervisor ratings than to self ratings in terms of convergent validity and leniency effect. (LLL)
Descriptors: Administrator Evaluation, Administrators, Employee Attitudes, Job Performance
Peer reviewedSchnake, Mel E. – Personnel Psychology, 1983
Examined whether an affective response affects the dimensionality of perceptual measures of organizational climate, in a study of 8,938 employees who completed an organizational climate questionnaire and a measure of job satisfaction. Results suggested that partialing job satisfaction out of responses improved the dimensionality of the climate…
Descriptors: Emotional Response, Employee Attitudes, Job Satisfaction, Measurement Techniques
Peer reviewedBreaugh, James A. – Personnel Psychology, 1983
Examined the reactions of employees (N=671) to utilizing a compressed work schedule (i.e., 12-hour shifts) for staffing a continuous process plant. Results showed those who had worked the 12-hour schedule and employees working the 12 PM to 12 AM shift reacted more positively to the 12-hour shift. (JAC)
Descriptors: Employee Attitudes, Employees, Life Style, Participant Satisfaction
Peer reviewedLatack, Janina C.; Foster, Lawrence W. – Personnel Psychology, 1985
Analyzes the effects of an implementation of a three-day/thirty-eight hour (3/38) work schedule among information systems personnel (N=84). Data showed that 18 months after implementation, 3/38 employees still strongly favor the compressed schedule. Data also suggest substantial organizational payoffs including reductions in sick time, overtime,…
Descriptors: Employee Attitudes, Employees, Flexible Working Hours, Job Development
