Attitude profiles of anonymous responders

Article Abstract:

Findings for self-reported measures provided by anonymous subjects differed from those provided by subjects who voluntarily identified themselves while responding to a survey. A study was conducted to develop some distinctive attitude profiles for each of these two types of respondents. The samples consisted of a total of 101 employees in two large Israeli corporations who were asked to provide their names at the end of a long questionnaire they completed about attitudes and behavior related to work. A multivariate analysis of variance showed that the identifiable subjects differed from the anonymous subjects on two factors related to moral commitment. An alternative explanation for the findings is examined, and some of the unique aspects of the study are discussed. (Reprinted by permission of the publisher.)

Research, Beliefs, opinions and attitudes, Workers, Attitudes, Employee attitudes, Attitude (Psychology)

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Decision rules for increasing the rate of successfully classified respondents

Article Abstract:

Through the vehicle of a mailed offer to 303,000 credit card customers of a company to determine which of these customers could be predicted to be most likely to purchase insurance through the mail, the methods for attaining a higher percentage of accurately classified subjects through discriminant analysis is investigated. Results indicate that changing classification decision rules can increase accuracy in response rate predictions, and can create needed cutoff points and the percentage of correctly classified subjects can increase from under 2 percent to over 6 percent by focusing on the respondents that appeared in the highest 10 percent of classification scores. An investigation of the correctly classified subject rate costs and benefits of a decision rule can be considered.

Methods, Management, Discriminant analysis, Classification

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Peer ratings versus peer nominations during training as predictors of actual performance criteria

Article Abstract:

Evaluation by company superiors have remained to be the traditional approach for making decisions concerning employee performance, improving subordinates' weak areas and planning an employee's career. However, these evaluations are not without bias. A study has revealed that the peer nomination technique discriminates more among target individuals than the peer rating method. This is due to a feature of the rating system to allow a peer to evaluate group members independently.

Analysis, Evaluation, Employee performance appraisals, Professional workers, Professional employees, Performance appraisals, Peer review

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