The present study was guided by the general hypothesis that pay satisfaction is multidimensional. The Pay Satisfaction Questionnaire (PSQ) was developed to assess five dimensions of satisfaction with pay (level, benefits, raises, structure, and administration). Results on two heterogeneous samples of employees provided support for the multidimensional hypothesis, although a four-dimensional solution (level, benefits, raises, structure/administration) provided better representation of the variance in the items studied. These four scales showed high internal consistency reliabilities. Comparison of the pay scales of the Job Descriptive Index and Minnesota Satisfaction Questionnaire with the PSQ dimensions suggested that these well-known scales primarily measure satisfaction with pay level. Implications of the findings for pay satisfaction research, both substantive and measurement oriented, are discussed.

Self-and superior ratings of performance on nine dimensions were obtained from an interorganizational sample of managers by a mail questionnaire. It was found that self-ratings possessed less leniency, restriction of range, and halo error than did superior ratings. The ratings only partially met the requirements of convergent and discriminant validity. Possible explanations for the results and implications for future research on managerial performance were suggested.Meaningful generalizations about the nature and prediction of managerial performance (Campbell, Dunnette, Lawler, & Weick, 1970;Korman, 1968) are difficult to make. This is due, in part, to the organization and/ or criterion-specific nature of most studies.One research strategy to overcome this deficiency would be to identify performance dimensions common to most managerial jobs, approach managers themselves in different organizations, and obtain self-ratings on the identified performance dimensions. The selfratings could serve as a substitute for the more difficult to obtain superior ratings. Such procedures would facilitate the design of broad concurrent and predictive validation investigations.Questions may be raised regarding the potential usefulness of self-ratings, however, especially relative to traditionally obtained superior ratings. For example, a number of studies (Parker, Taylor, Barrett, & Martens, 19S9;Prien & Liske, 1962;Thornton, 1968) have found that self-ratings tend to have higher mean values (leniency error) and less

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The present paper reviews the research that has examined the influence of organizational recruiting on applicants' attitudes and job choice behaviors. It was found that recruiting representatives, administrative practices, and procedures used to evaluate applicant qualifications are all potentially important influences on job seeker attitudes and behaviors. However, limitations of the existing research necessitate caution in the interpretation of findings. Of particular concern is the likely generalizability of results presented here to all job seekers. The review concludes with recommendations for the conduct of subsequent recruiting research.

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