Factors influencing managers' reactions to utility analysis: Effects of SDy method, information frame, and focal intervention.

Job stress interventions and the organization of work

“…The selection systems that were supported by utility analyses were not more likely, and sometimes were even less likely, to be accepted (79,80). Although results can be improved by the way the information is presented [eg, ease of understanding (81), framing of the information in terms of avoiding loss versus achieving gains (82)], at best one can expect weak effects (81). One aspect that evidently plays an important role in this process is the credibility of the consultants or experts who present the information, for instance, with regard to their vested interest in "selling" the procedure (83).…”

The effects of alternative reports of human resource development results on managerial support

“…The items on these scales were similar to those used by Whyte and Latham (1997) and Hazer and Highhouse (1997). The internal reliability coefficient (Cronbach' s alpha) for the entire scale was .87.…”

“…For instance, Mathieu and Leonard (1987) applied utility analysis to an HRD program in supervisory skills. They noted that even with conservative valuations applied to future utility estimates, the benefits of training the employees in this study far outweighed In recent years however, a good deal of skepticism about the usefulness of the utility analysis technique in influencing managerial decision making has been noted (Carson, Becker, and Henderson, 1998;Hazer and Highhouse, 1997;Latham and Whyte, 1994;Macan and Highhouse, 1994;Whyte and Latham, 1997). Although most of these studies describe managerial reactions to utility analysis with respect to selection programs, their findings are, given the nature of utility analysis, potentially generalizeable to the context of HRD evaluation.…”

“…The fourteen items that tapped subjects' perceptions of the evaluation report were grouped into two scales, or indices. Items on the scales were adapted from items in two similar studies (Hazer and Highhouse, 1997;Whyte and Latham, 1997) in the literature on the managerial decision making related to selection systems.…”

“…Furthermore, on page 2 of the evaluation report, detailed information regarding the calculation of the utility of the program was presented. Specifically, the model was shown and each of its terms in the model described (Hazer and Highhouse, 1997;Latham and Whyte, 1994). The report explained that the estimates for each term in the utility model were obtained from research studies and the organization' s personnel records.…”