Work context: Taxonomy and measurement of the work environment.

Strong, Mark; Jeanneret, P. Richard; McPhail, S. Morton; Blakley, Barry; D'Egidio, Erika L.

doi:10.1037/10313-008

Cited by 43 publications

(43 citation statements)

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“…It is only when such inquiry becomes commonplace that we will truly achieve the ideals outlined by Lee Cronbach more than 50 years ago. Jeanneret, Borman, Kubisiak, and Hanson (1999) and Strong, Jeanneret, McPhail, Blakley, and D'Egidio (1999), and are written in their pre-reverse scored form.…”

Section: Discussionmentioning

confidence: 99%

A meta‐analytic investigation into the moderating effects of situational strength on the conscientiousness–performance relationship

2009

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SummaryDebates about the utility of conscientiousness as a predictor of job performance have focused primarily on mean effect size estimates, despite theoretical and empirical reasons to expect variability across situations. The present study meta-analytically demonstrates that occupation-level situational strength is one important source of this variability. Consistent with theory, predicted uncorrected conscientiousness-performance correlations ranged from r ¼ .09 to .23 (overall performance) and r ¼ .06 to .18 (task performance), with stronger correlations observed in weak occupations. These results highlight the need for continued inquiry into the nature of situational strength, its impact on other predictor-outcome relationships, and the implications of these issues vis-à-vis theory and practice.

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Section: Discussionmentioning

confidence: 99%

A meta‐analytic investigation into the moderating effects of situational strength on the conscientiousness–performance relationship

2009

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“…Such control-related role requirements primarily belong in the technical/ administrative category (e.g., maintenance of equipment, monitoring operations and technology, and coordinating administrative activities). For example, physically hazardous work conditions frequently entail the use of specialized technology and equipment, creation of standardized operating procedures, administration of compliance policies, and adherence to safety regulations (Strong et al, 1999). Consistent with this logic, empirical evidence indicates that across jobs in general, ambient conditions are highly related to operational activities, technical skills, and technological knowledge (Hanson, Borman, Kubisiak, & Sager, 1999).…”

Section: Discrete Context and Managerial Role Requirementsmentioning

confidence: 95%

“…Three particular dimensions of discrete context have been put forward as having important influences on organizational behavior: task, social, and physical context (Hattrup & Jackson, 1996;Johns, 2006;Mowday & Sutton, 1993). Briefly, discrete task context encompasses contextual features that are informational in nature, discrete social context refers to contextual aspects that are interpersonal in nature, and discrete physical context comprises contextual elements of the material or built environment (Hattrup & Jackson, 1996;Johns, 2006;Strong, Jeanneret, McPhail, Blakey, & D'Egidio, 1999).…”

Section: Placing Managerial Work Roles In Contextmentioning

confidence: 99%

The milieu of managerial work: An integrative framework linking work context to role requirements.

Dierdorff

Rubin

Morgeson

2009

Journal of Applied Psychology

168

206

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Theoretical and empirical efforts focusing on the interplay between work context and managerial role requirements have been conspicuously absent in the scholarly literature. This paucity exists despite over 60 years of research concerning the requirements of managerial work and with the rather universal recognition that work context meaningfully shapes organizational behavior. The authors developed a theoretical model linking different types of role requirements to different forms of work context. They empirically tested this framework with a nationally representative sample of 8,633 incumbents spanning 52 managerial occupations. Findings from hierarchical linear modeling analyses demonstrated that discrete forms of context (task, social, and physical) exert significant and predictable effects on managerial role requirements.

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“…Typically, hazards are recognized in these literatures but are infrequently scored and examined as situational variables. Notable exceptions include the O*NET work context ratings, which reflect job analysts' ratings of potential exposure to job hazards (see Strong, Jeanneret, McPhail, Blakley, & D'Egidio, 1999), and the idiosyncratic trade association scheme reported by Sinclair et al (2003).…”

Section: Potential Limitations and Directions For Future Researchmentioning

confidence: 99%

The dread factor: How hazards and safety training influence learning and performance.

Burke

Salvador

Smith‐Crowe

et al. 2011

Journal of Applied Psychology

192

105

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On the basis of hypotheses derived from social and experiential learning theories, we meta-analytically investigated how safety training and workplace hazards impact the development of safety knowledge and safety performance. The results were consistent with an expected interaction between the level of engagement of safety training and hazardous event/exposure severity in the promotion of safety knowledge and performance. For safety knowledge and safety performance, highly engaging training was considerably more effective than less engaging training when hazardous event/exposure severity was high, whereas highly and less engaging training had comparable levels of effectiveness when hazardous event/exposure severity was low. Implications of these findings for theory testing and incorporating information on objective risk into workplace safety research and practice are discussed.

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Work context: Taxonomy and measurement of the work environment.

Cited by 43 publications

References 0 publications

A meta‐analytic investigation into the moderating effects of situational strength on the conscientiousness–performance relationship

A meta‐analytic investigation into the moderating effects of situational strength on the conscientiousness–performance relationship

The milieu of managerial work: An integrative framework linking work context to role requirements.

The dread factor: How hazards and safety training influence learning and performance.

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