Reliability and Validity of In‐basket Performance Measures

Schippmann, Jeffery S.; Prien, Erich P.; Katz, Jerome A.

doi:10.1111/j.1744-6570.1990.tb00685.x

Cited by 47 publications

(29 citation statements)

References 27 publications

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“…However, results have been disappointing. For example, Schippmann, Prien, and Katz (1990) reviewed various earlier studies that examined the alternate-form reliability of in-basket exercises. They reported low alternate-form reliability coefficients varying from .15 to .38.…”

Section: Constructing Alternate Forms Of Assessment Center Exercisesmentioning

confidence: 99%

Creating Alternate In‐Basket Forms Through Cloning: Some preliminary results

Lievens

Anseel

2007

Int J Selection Assessment

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Research on constructing alternate forms of assessment center exercises is very scarce. This study examines the effectiveness of a cloning procedure (incident isomorphic approach) for developing alternate forms of a computerized in-basket. In this approach, original and alternate items are essentially similar (they are based on the same critical incident), while being superficially different (they are situated in a different context). Results showed there was no significant difference between the overall in-basket score across the alternate forms. In addition, these overall scores correlated .66, with projected estimates for the full in-basket approaching .80. Implications and limitations of the use of cloning in designing alternate assessment center exercises are discussed.

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Section: Constructing Alternate Forms Of Assessment Center Exercisesmentioning

confidence: 99%

Creating Alternate In‐Basket Forms Through Cloning: Some preliminary results

Lievens

Anseel

2007

Int J Selection Assessment

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“…As Weick (1965) argued, although an organizational phenomenon may be studied in a laboratory, ''it will retain its relevance to natural organizations if the experimental situation retains some properties of the setting, task, and participation associated with natural organizations'' (p. 254). As mentioned before, decisions during in-basket exercises have been argued to resemble real-world decisions (in addition to Bartol and Martin, 1990, see also Schippmann et al, 1990, andThornton, 1992). They are used in actual organizations for purposes of personnel selection and development, and as mentioned above our participants likely had worked in those lower-level types of jobs and industries, where the percentage of immigrant employees is particularly high.…”

Section: Participantsmentioning

confidence: 96%

I Say Tomato, You Say Domate:Differential Reactions to English-only Workplace Policies by Persons from Immigrant and Non-immigrantFamilies

Dietz

Pugh

2004

Journal of Business Ethics

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Immigrants now compose approximately 12% of the population of the United States and a sizable proportion of the workforce. Yet in contrast to research on other traditionally under-represented groups (e.g., women, African Americans), there are relatively few studies on issues related to being an immigrant in the U.S. workforce. This study examined English-only workplace policies, focusing on reactions to business justificationsexplanations that justify managerial decisions as business necessities -for these policies. We contrasted the reactions of individuals coming from immigrant families, where at least one parent was an immigrant to the U.S., with those of persons from non-immigrant families. Results of an experiment indicated that business justifications were successful in influencing the attitudes of non-immigrants toward the English-only policies, but did not influence the attitudes of individuals from immigrant families. Probing the reasons for this effect, a thoughtlisting protocol suggested that non-immigrants mentioned more of the business benefits of the English-only policy than did individuals from immigrant families. Further, business justifications for the English-only policy led individuals from immigrant families, but not those from non-immigrant families, to view the organization as being less ethical and less concerned with the welfare of its workers. The implications of messages from management being understood differently by different demographic groups are discussed.

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“…A cover sheet explained that the participant would assume the role of a newly appointed sales supervisor for a large company whose task was to determine how best to organize and respond to e-mails in her in-basket (similar tasks have been employed in industrial/organizational settings to predict job performance and suitability for promotion to management; e.g., Schippmann, Prien, & Katz, 1990). This task combined elements of both closed-structured (e.g., organizing and prioritizing correctly) and open-structured (e.g., subjectively deciding how to respond to e-mail messages) tasks.…”

Section: In-basket Task and Status Manipulationmentioning

confidence: 99%

Indirect influence and divergent thinking as a function of member status and task structure in small groups

Goodman

Alexander

Chizhik

et al. 2010

Euro J Social Psych

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A laboratory experiment examined the effect of confederate status and task structure on group members' use of the confederate's problem solving strategies (private/indirect influence) and divergent thinking. Twenty-eight three-member, all-female groups, with an experimental confederate acting as one of the group members, solved an open-structured or closed-structured logic problem. The confederate, randomly assigned to be higher-, lower-, or of undesignated-status, presented a scripted but unique solution to the group while solving the task. Lower-status confederates and openstructured tasks, relative to higher-status confederates and closed-structured tasks, had more private, indirect influence on group members and caused more divergent thinking. We discuss the implications of these findings for group dynamics and social influence literatures. Copyright # 2009 John Wiley & Sons, Ltd.The study of social influence in groups has a long and rich history (Cartwright & Zander, 1968;Deutsch & Gerard, 1955;Lewin, 1948;Moscovici & Nemeth, 1974;Raven & French, 1958). Of particular interest have been the means by which leaders, experts, and other relatively high-status group members influence the perceptions, opinions, and decisions within groups. As a top-down process, the pattern of influence is clear: Powerful and prestigious group members tend to have strong, direct, and immediate effects on other members of the group, often inducing high levels of compliance (Deutsch & Gerard, 1955;Raven, 1965).Although much is known about social influence from powerful group members, comparatively less is understood about their lower-status counterparts and the means through which they might influence their fellow group members (cf. Moscovici, Mucchi-Faina, & Maass, 1994). In any given social situation, there are bound to be status differentials among the various actors (Berger, Ridgeway, Fisek, & Norman, 1998;Ridgeway, 1984;Sidanius & Pratto, 1999). Consider a corporate office, regional hospital, or a high school classroom. In each of these settings, there are higher-status people (e.g., CEOs, doctors, teachers) who manage the situation and lower-status people (e.g., executive assistants, patients, students) who actively participate in, but typically do not command authority over, the organizational setting. In such settings, must influence flow only from the top-down, or are there times when the suggestions by lower-status individuals European Journal of Social Psychology Eur. J. Soc. Psychol. 40, 1184-1199 (2010 might hold sway? In this study, we investigate two factors, member status and task structure, that suggest circumstances under which influence may proceed from the bottom up. STATUS AND INFLUENCEAlmost by definition, the social position of a relatively high-status group member affords influence over others (Raven & French, 1958) and, in turn, elicits a high degree of normative influence within groups (Kaplan & Martin, 1999). The assumed credibility and competence of those who occupy relatively high-status position...

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Reliability and Validity of In‐basket Performance Measures

Cited by 47 publications

References 27 publications

Creating Alternate In‐Basket Forms Through Cloning: Some preliminary results

Creating Alternate In‐Basket Forms Through Cloning: Some preliminary results

I Say Tomato, You Say Domate:Differential Reactions to English-only Workplace Policies by Persons from Immigrant and Non-immigrantFamilies

Indirect influence and divergent thinking as a function of member status and task structure in small groups

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