Analysis of 42,934 correlations published in 581 articles not only revealed general evidence that selfreport methods have produced percept-percept inflation in microresearch on organizations but also suggested that this effect is diminished when 1 or both covariates are demographic variables. Further analysis of a subsample of 11,710 correlations indicated that percept-percept inflation has influenced research on particular bivariate relationships but has not had the broad, comprehensive effects envisioned by critics. These findings challenge the validity of general condemnations of self-report methods, suggesting instead that domain-specific investigations are required to determine which areas of research are especially susceptible to percept-percept effects.In his remarks as outgoing editor of the Journal of Applied Psychology, Campbell (1982) made these comments:with perhaps one or two exceptions there has been very little opportunity to exercise any professional biases [during my tenure as editor]. One possible exception pertains to the use of a self-report questionnaire to measure all the variables in a study. If there is no evident construct validity for the questionnaire measure or no variables that are measured independently of the questionnaire, I am biased against the study and believe that it contributes very little. Many people share this bias. (p. 692)In the following decade, numerous researchers have sought to determine whether self-report questionnaire methods truly merit such general condemnation. Typically, studies have been conducted to test the hypothesis that self-report methods, if used as the sole means of data collection, artificially elevate measures of covariation, producing percept-percept inflation in published correlations (e.g., Spector, 1987;Spector & Jex, 1991;Wagner & Gooding, 1987b). Theoretical support for this hypothesis derives from several perspectives, one of which proposes that respondents answering conceptually different but semantically synonymous questionnaire items-for instance, scale items that measure global workplace satisfaction and satisfaction with opportunities to participate in decision makingattempt to provide logically consistent, synonymous answers (Wagner & Gooding, 1987a). From this perspective, perceptpercept inflation can be stimulated by similarity in the wording of self-report items (Spector, Chen, & Brannick, 1990). A second perspective suggests that percept-percept inflation may be produced instead by respondents' attempts to provide superficially intelligent answers to peculiar queries (Salancik & Pfeffer, 1978). In particular, when social cues suggest that variables measured through self-report should covary and when true conditions are ambiguous or poorly understood, priming respon-

Today's information system function includes a large service component. Recent research has examined the SERVQUAL instrument as a possible measure to assist managers and researchers in evaluating service quality. To further examine the appropriateness of the SERVQUAL measure, a large industry sample serves to verify the anticipated structure of the instrument. In addition, a high correlation with a common measure of user satisfaction indicates that the SERVQUAL metric may indeed represent accurate views of user perception. As such, the SERVQUAL instrument can serve as a useful indicator for information system managers attempting to identify areas of needed service improvement and to researchers seeking a success measure of information system services.

Women have only recently begun to join the ranks of managers in large numbers. The emergence of women into the work force has precipitated many discussions. This paper discusses some of the major issues surrounding women in management and proposes some organizational and individual responses to better utilize the diversity of skills and talents available within the work force.In 1970, only 15 percent of all managers were women. By 1989 this figure had risen to more than 40 percent.^ By 1995, women made up about 63 percent of the total work force.2 However, only six percent of women are classified as middle level managers.^ Currently, only three of every one hundred top jobs in the largest U.S. companies are held by women, which is about the same number as a decade ago.* Of the Fortune 50 companies, only 1.3% of corporate officers are women while 1.7% are women within the Fortune 500 companies. Among 200 of America's largest companies, women hold less than a quarter of the executive jobs and less than five percent of the vice-presidents are women.^ Some experts indicate that equality in top management positions between the genders will not balance out for another 20 to 30 years.^

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">Businesses continue to be challenged with workforce diversity and how to best manage the differences that exist in race, religion, gender, disability, sexual orientation, color, etc.<span style="mso-spacerun: yes;">&nbsp; </span>The general theme is that managers should focus on minimizing tension that exists resulting from generational differences.<span style="mso-spacerun: yes;">&nbsp; </span>Unfortunately, there is more agreement and discussion as to how generations are different than there is on how to manage these differences.<span style="mso-spacerun: yes;">&nbsp; </span></span></span></p>

Although the grapevine is an inevitable part of organizational behavior, we know very little about how managers perceive the characteristics and functioning of this informal communication network. A survey was developed to examine managers' perceptions of the factors associated with grapevine activity. Of particular interest was to determine the extent managers' positions within the organization affects their perceptions of grapevine activity. The results demonstrate that 92.4% of companies surveyed had no policy to deal with the grapevine, and managers and organizations usually didn't take an active role in managing/controlling informal communication networks. The results also indicated that the managers' level of knowledge about grapevine characteristics, causes, and outcomes was affected by their organizational position. Finally, specific conditions are discussed that impact grapevine activity.