The present study evaluates the psychometric properties of the TEAM Assessment Tool. The assessment was developed to evaluate work team effectiveness as a basis for providing developmental feedback for work teams. The proposed TEAM Assessment Tool includes 12 dimensions of work team effectiveness with 90 items total. The dimension names are (a) Communication, (b) Decision-Making, (c) Performance, (d) Customer Focus, (e) Team Meetings, (f) Continuous Improvement, (g) Handling Conflict, (h) Leadership, (i) Empowerment, (j) Trust, (k) Cohesiveness/Team Relationships, and (l) Recognition and Rewards. Data were collected from employees of a large aerospace organization headquartered in the United States who are participating in work teams (N= 554). Factor analysis guided development of six new scales of team effectiveness as follows: (1) Teamwork, (2) Decision-Making, (3) Leadership Support, (4) Trust and Respect, (5) Recognition and Rewards, and (6) Customer Focus. Reliability of scales was demonstrated using Cronbach's coefficient alpha. Construct validity was demonstrated through subject matter expert (SME) input, exploratory factor analysis, and scale reliability analysis. Criterion validity was demonstrated by significant correlations at the p<.01 level comparing two measures of team member opinion of team performance and level of performance as indicated by the six subscale scores and overall scale scores …

Succession planning is the creation of a pool of high potential employees that receive specific training and developmental opportunities with the intention of promotion. There is a definite need to deepen our understanding of what implications there are from a psychological point of view for employees when a major process like succession planning is implemented. Employee engagement is the experienced commitment, which leads to discretionary effort. The purpose of this research is to explore an underlying factor structure for engagement drivers and understand how a major organizational initiative, succession planning, impacts employee engagement. This research was conducted at a petroleum organization in the Southwest United States (N = 2023) and compares engagement based on group membership in a succession planning process (Informed-High Status, Uninformed-High Status, and Uninformed-Low Status). The underlying factor structure of drivers was found to have one factor of engagement. There was a significant difference in the engagement levels based on membership within the succession plan (high status versus low status). However, communicating to an employee their involvement in the succession plan did not differentiate between engagement levels.

Impetus in recruiting and testing candidates via the Internet results from the popularity of the World Wide Web. There has been a transition from paper-pencil to online testing because of large number of benefits afforded by online testing. Though the benefits of online testing are many, there may be serious implications of testing job applicants in unproctored settings. The focus of this field study was two-fold: (1) to examine differences between the proctored and unproctored online test administrations of the ipsative version of Occupational Personality Questionnaire (OPQ32i and (2) to extend online testing research using OPQ32i with a U.S population. A large sample (N = 5223) of archival selection data from a financial company was used, one group was tested in proctored and the other in unproctored settings. Although some statistical differences were found, very small to small effect sizes indicate negligible differences between the proctored and unproctored groups. Principal component analysis with varimax rotation was conducted. The scales not only loaded differently from the Great Eight factor model suggested by SHL, but also differently for the two groups, limiting their interpretability. In addition to the limitations and future directions of the study, the practical implications of the results for …

Job satisfaction is an important job-related attitude that has been linked to various outcomes for both the organization and its employees. In spite of this, researchers of the construct disagree about how job satisfaction is defined and measured. This study proposes the use of the Facet Satisfaction Scale, a new scale of measurement for job satisfaction that is based on more recent definitions of the construct. Reliability and preliminary predictive validity studies were conducted in order to determine the utility of this scale. Next steps in scale development are discussed.