Supervisors' Perceptions of the Performance of Cooperative Education Employees Working in Federal Agencies

Through cooperative education programs, many public agencies employ college students part time or intermittently and groom them for future full-time employment The combination of winnowing and nurturing that occurs in these programs is believed to produce higher performing employees This study tests this hypothesis by comparing Federal supervisors' perceptions of the performance of co-op employees with those recruited from other sources Data come from the 1992 Merit Principles Survey, US Merit Systems Protection Board The results indicate that co-op employees perform at high levels, but they do not outperform other employees as a whole Next, we compare the performance ratings of Federal workers from seven other recruitment sources to see if any source is superior Some interesting findings emerge Of course, performance ratings are an incomplete indicator of an employee's value to the organization These ratings merely reflect supervisors' perceptions, and while high performance is important, agencies may wish to promote other goals in their recruitment and retention efforts such as workforce diversityYeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

A typology of personal and environmental sexual harassment: Research and policy implications for the 1990s

Most of the research conducted on sexual harassment over the last decade and a half has used categories that are neither mutually exclusive nor exhaustive. This has created problems for researchers: it is difficult to compare results from one study to another, harassment types that have scholarly and legal-policy relevance are omitted, and the ability of researchers to inform legal and policy decisions is diminished as a result of these problems. A comprehensive categorization of harassment types that addresses these methodological problems is presented. Specifically, 11 specific types of harassment—4 types of Verbal Requests, 3 Verbal Remarks, and 4 Nonverbal Displays—are presented with examples from research and legal literatures. Recommendations for reconceptualizing research definitions of harassment as well as for diversifying the methodological approaches to the topic are made.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/45598/1/11199_2004_Article_BF00289868.pd

Organization Culture as an Explanation for Employee Discipline Practices

Most supervisors dread employee discipline and often employ strategies not officially sanctioned by the organization. Poorly designed discipline systems cause this variation in discipline practices. Inconsistent discipline can cause losses in productivity and reduce employee morale. Extant literature offers little in the form of guidance for improving this important human resource activity. This article explore where normative literature on organizational culture may have explanatory value for understanding variation in discipline practices. The article suggests two groups of factors that have causal effects on discipline practices. The tangible factors are those describing the formal practices the organization wishes its employees to follow. The intangible factors provide cues for explaining why informal strategies emerge as successful practices for getting things done. Using this conception of organization culture, the article proposes hypotheses for future testing to validate the suspected influence of culture on decisions regarding employee discipline.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

The impact of sexual harassment on job satisfaction, turnover intentions, and absenteeism: findings from Pakistan compared to the United States

The purpose of this study was to compare and contrast how differences in perceptions of sexual harassment impact productive work environments for employees in Pakistan as compared to the US; in particular, how it affects job satisfaction, turnover, and/or absenteeism. This study analyzed employee responses in Pakistan (n = 146) and the United States (n = 102, 76) using questionnaire data. Significant results indicated that employees who were sexually harassed reported (a) a decrease in job satisfaction (b) greater turnover intentions and (c) a higher rate of absenteeism. Cross-cultural comparisons indicated that (a) Pakistani employees who were sexually harassed had greater job dissatisfaction and higher overall absenteeism than did their US counterparts and (b) Pakistani women were more likely to use indirect strategies to manage sexual harassment than were US targets