One factor that can affect the transfer of technical skills to the job is the extent to which the trainee is given the opportunity to perform trained tasks on the job. The opportunity to perform trained tasks was conceptualized as consisting of three dimensions: breadth, activity level, and type of tasks performed. Graduates from an Air Force technical training program and their supervisors (N= 180) responded to questionnaires measuring these three dimensions and various organizational, work context, and individual factors 4 months after the airmen had completed the training program. The results indicated that airmen obtained differential opportunities to perform trained tasks and that these differences were related to supervisory attitudes and workgroup support as well as the trainee's self‐efficacy and cognitive ability. Implications for training research and practice are discussed.

The purpose of this research was to develop and test a theory of decision-making performance for hierarchical teams with distributed expertise. This theory identifies 3 core team-level constructs (team informity, staff validity, and hierarchical sensitivity) and 3 constructs below the team level that are central to decision-making accuracy in hierarchical teams with distributed expertise. Two studies are presented to test the proposed theory. A total of 492 college students worked on a computerized command-and-control simulator. Results from these studies are discussed in light of the theory. Similarities and differences in results across the 2 studies are discussed, as are potential modifications of the theory considering the data. Finally, implications of the theory for applied team contexts are elaborated.Much of human behavior in organizations occurs in teams. This is particularly true at present, due in part to a shift in the 1980s and early 1990s from organizing work around individual jobs toward organizing around larger clusters of tasks assigned to teams (Ilgen, 1992). Given the ubiquity of groups or teams, it is not surprising that a great deal of research has been conducted on them. Although the amount of research activity has varied across

The authors conceptualized levels of organizational citizenship behavior (OCB) performance as a behavioral predictor of employee turnover and empirically examined the strength of this relationship. Data were collected from 205 supervisor-subordinate dyads across 11 companies in the People's Republic of China. The results provided considerable support for the hypothesis that supervisor-rated OCB was a predictor of subordinates' actual turnover. In particular, subordinates who were rated as exhibiting low levels of OCB were found to be more likely to leave an organization than those who were rated as exhibiting high levels of OCB. The authors also found that the self-report turnover intention was a predictor of turnover, but this relationship did not hold for 2 companies. The explanations and implications of these findings are discussed.Employee turnover has received much theoretical and empirical attention in organizational behavior and human resource management studies for several decades (Dai-

for providing helpful comments on a previous version of this article. We also thank Anders Johanson, who developed the TIDE 2 software used in this study.

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