This article presents preliminary evidence for a theory of cognitive acuity (TCA), derived from psychophysical principles as a means for understanding and measuring an aspect of general mental functioning in the context of critical incident decision making on situational judgment tests (SJTs). Cognitive acuity is a new construct defined as the capacity to detect correctness and to distinguish between differences in correctness among simultaneously presented situation-specific response options. Borrowing from the Weber−Fechner law of stimulus and response, a method for measuring sensitivity to correctness signals (i.e., cognitive acuity) was tested on SJT item responses. TCA proposes measuring respondents' sensitivity to the correctness signals emitted by ambiguously correct (or valent) response options using a two-parameter model of signal detection based on (a) the respondent's level of signal sensitivity (i.e., cognitive acuity) and (b) the magnitude or level of that signal. The extent to which cognitive acuity is a direct determinant of SJT performance and an indirect determinant of observed on-the-job decision-making (OTJDM) performance was also examined. Results showed that both individual and contrasted response option signals are related to a respondent's selection of a response option. Further, like sensory stimuli, SJT response option signals are logarithmically related to their detectability. Using this logarithmic function, just noticeable differences were estimated for each respondent and served as cognitive acuity measures, evidencing very small subgroup differences. Finally, using structural equation modeling, cognitive acuity was found to act as an initial variable in a fully mediated acuity−SJT−OTJDM performance relationship contributing indirectly to criterion-related job performance variance.

The theory of cognitive acuity (TCA) treats the response options within items as signals to be detected and uses psychophysical methods to estimate the respondents' sensitivity to these signals. Such a framework offers new methods to construct and score situational judgment tests (SJT). Leeds (2012) defined cognitive acuity as the capacity to discern correctness and distinguish between correctness differences among simultaneously presented situation-specific response options. In this study, SJT response options were paired in order to offer the respondent a two-option choice. The contrast in correctness valence between the two options determined the magnitude of signal emission, with larger signals portending a higher probability of detection. A logarithmic relation was found between correctness valence contrast (signal stimulus) and its detectability (sensation response). Respondent sensitivity to such signals was measured and found to be related to the criterion variables. The linkage between psychophysics and elemental psychometrics may offer new directions for measurement theory.

Although there has been substantial research on perceptions of preference in hiring, there is considerably less focus on perceptions of preference in organizational activities more generally. Researchers seldom assess perceptions of preference for both historically high-and low-status groups and for both one's own group and others. Using a three-wave longitudinal survey of 1,094 employees, the causal direction between perceived preference and satisfaction with management, moderators of that relationship, and whether responses to perceived preference differed by group were examined. On average, groups perceived more outgroup than ingroup preference. The satisfaction to perceived preference causal direction was significantly stronger than the reverse for outgroup preference, suggesting that increased satisfaction with management leads to decreased future perceptions of outgroup preference more so than vice versa. The relationship between satisfaction with management and perceived outgroup preference was moderated by perceived organizational tolerance of discrimination, suggesting that positive diversity climate can alleviate the negative effects of dissatisfaction with management on perceived outgroup preference.

Purpose The purpose of this study is to develop and validate a taxonomy useful for classifying the training activity preference patterns adopted by executives and for describing how these patterns relate to important workplace measures. Although many organizations hold that well-trained and developed leaders are important for organizational success, little is known about the patterns of self-developmental activities that such leaders choose to initiate and how such training impacts organizational outcomes. Understanding these patterns may be useful in characterizing leaders in terms of training interest and showing a relation between executive training and valued organizational outcomes. Design/methodology/approach Using a sample of 4,624 senior executives who completed a training activity and attitude survey, cluster analysis was used to derive a five-type training and development (T&D) taxonomy. Types varied by training activity pattern/attitudes and the proportion of well-trained and less-well-trained executives in each agency were described. The researchers collected an independent sample of employee perceptions of engagement and leader effectiveness and number of equal employment opportunity (EEO) complaints within each agency. Findings Organizations with higher concentrations of well-trained/developed leaders tend to have employees with more favorable workplace attitudes and higher regard for senior leaders and generate smaller proportions of EEO complaints. Research limitations/implications Data were collected from 2011 and 2012, government leaders were sampled, and outcome analyses were conducted at the agency level rather than at the individual level. Practical implications A link between leader training and organizational outcome is useful for promoting and justifying such training to stakeholders. Social implications Characterizing leaders by training pattern will be useful in examining training usage/interest and in crafting programs tailored to leaders of different patterns. Originality/value An executive training pattern taxonomy is unique in the literature and evidence linking such training to outcome is rare.