An evaluation of preemployment drug testing

Article Abstract:

As part of a blind longitudinal study, 5,465 job applicants were tested for use of illicit drugs, and the relationships between these drug-test results and absenteeism, turnover, injuries, and accidents on the job were evaluated. After an average 1.3 years of employment, employees who had tested positive for illicit drugs had an absenteeism rate 59.3% higher than employees who had tested negative (6.63% vs. 4.16% of scheduled work hours, respectively). Employees who had tested positive also had a 47% higher rate of involuntary turnover than employees who had tested negative (15.41% vs. 10.51%, respectively). No significant associations were detected between drug-test results and measures of injury and accident occurrence. The practical implications of these results, in terms of economic utility and prediction errors, are discussed. (Reprinted by permission of the publisher.)

Testing, Mandatory drug testing, Drug testing, Success, Employment tests

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Negativity (and positivity) in performance evaluation: three field studies

Article Abstract:

Because of a lack of powerful nonlinear models, there is little research about nonlinearity in performance evaluation in nonexperimental, real-world data. Nonlinearity in 3 real-word data sets of performance valuation was examined by using various versions of a nonlinear model labeled the scatter model. The findings indicate that performance evaluations tend to be conjunctive, that is, more weight is given to negative attributes than to positive attributes. However, this basic tendency disappears when the overall level of evaluation is high, as a result of inconsistency resolution - the tendency to resolve inconsistency between 2 or more aspects of the input information on the basis of an overall evaluation. (Reprinted by permission of the publisher.)

Employee performance appraisals, Performance appraisals, Positivism, Negativism

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An experimental evaluation of an organizational incentive plan in the electric utility industry

Article Abstract:

The results of the present study are based on comparisons between a division in an electric utility company that implemented an organizational incentive plan and another division in the same company that served as a control. The data indicate that the experimental division performed better than the control division in 11 of 12 objective measures of performance. Results from a pretest-posttest survey of employees in both divisions, as well as a posttest survey in the experimental division, also provide some support for the effectiveness of the organizational incentive plan. Even though the pilot plan proved successful, it was not continued because of conflict between the union and management. (Reprinted by permission of the publisher.)

Electric services, Management, Electric utilities, Incentives (Business)

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