Subjects in this study were 5,523 respondents from a survey which was sent to households throughout the United States. The purpose of this study was to examine two basic components of career orientation: career indecision and career insight. Correlational analyses found relationships between career indecision and average job tenure, industry leaving intentions, industry staying intentions, and job satisfaction. Correlational analyses found relationships between career insight, industry staying intentions and job satisfaction. Multiple regression analyses were run using both career indecision and career insight as independent variables found that they had useful levels of incremental validity in predicting industry leaving intentions and job satisfaction. Potential uses of the two-dimensional career indecision - career insight model are discussed.

The purpose of this study was to investigate the criterion-related validity of an assessment center's competency dimension ratings, exercise ratings, and standardized test scores. Numerous studies have clearly demonstrated assessment centers display substantial evidence of content and criterion-related validity. However, the inability of assessment centers to display construct-related validity has caused a great deal of concern among researchers. The suggestions of these researchers are addressed through a more detailed examination of the criterion-related validity of an assessment center. Despite a number of methodological issues, two competency dimensions and two components stand out as viable predictors of the criteria used in this study. Examination of individual and incremental validity coefficients reveals the Strategic Focus and Attracting and Developing Talent competency dimensions, the In-Basket exercise, and the Watson-Glaser scaled score consistently predict the criteria used in this study. The implications of these results for future research are discussed.

An abundance of theories exists on what constitutes appropriate team leadership; What seems to be lacking is how the "followers" react when exposed to their tenets. This particular study involves testing a contemporary model (Stewart & Manz, 1995) via interview statements that seem to indicate that a certain form of team leadership is taking place. Once determined, the effectiveness of the leadership "style" that is in effect is assessed using ten different performance dimensions to determine if that style is successful (or detrimental) in any of those areas. Leadership "tools" from other theories and models are examined as well.

The purpose of this project was to examine team compensation systems and to evaluate the impact of their critical elements--level (what to motivate), compensation mixture (what rewards motivate), and employee perceptions (how to motivate)--on team effectiveness. Twenty-three organizations, 108 teams, and 769 team members participated in this study. Project results found that teams that utilized team level rewards, especially when associated with a complete compensation mixture, had significantly higher team effectiveness scores compared to teams that utilized only individual level rewards. With respect to employee perceptions, results found that: (a) perceptions of system understanding, measure controllability, pay-for-performance, and payout frequency, particularly, were significant components of employee compensation system satisfaction; and (b) employee compensation system satisfaction and perceptions of compensation system effectiveness were significantly related.