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Expectancy-valence models of work motivation are frequently tested with survey methodology. This paper deals with the reliability and construct validity of various questionnaire measures of expectancy-valence components. Measures of (a) valence, (b) instrumentality, and (c) expectancy were given to a sample of 171 Air Force trainees on two occasions. The results indicated that reliabilities of the three 'components of the model were fairly low and that different measures of the same component were not highly correlated. it. was concluded that using questionnaire measures to test expectancy-valence models is inappropriate until better measures are developed. [ABSTRACT FROM AUTHOR]

Expectancy theories of work motivation specify a multiplicative relationship between valence of job outcomes (V) and expectancy (E) that effort will lead to these outcomes. But both E and V are typically measured using scales lacking a rational zero point and thus at best interval in nature. Multiplication of such scales is theoretically not a meaningful operation. This paper demonstrates that transformations of E and V scales which change only the location of the nonmeaningful zero point can greatly alter obtained correlations between E × V and measures work motivation or effort. Two potential solutions to this problem are presented. [ABSTRACT FROM AUTHOR]

This paper develops the hypothesis that hierarchical structure and external control in organizations are antecedent variables leading to low achievement, low creativity, and high aggression. An intervening variables of belief systems is postulated and a consistency motivational hypothesis is suggested. Data supportive of the hypothesis is reviewed and implications are suggested. [ABSTRACT FROM AUTHOR]

This paper attempts to extend the understanding of leadership behavior by examining the impact of a leader's behavior (in terms of initiation of structure and consideration) on the subordinates' path-goal instrumentalities. Data relevant to the theoretical scheme are presented for two organizations. In both, support is gained for the theory: although in one organization a set of positive results emerges, while in the. second there is a consistent failure to support hypothesized relationships. [ABSTRACT FROM AUTHOR]

This paper deals with a leadership change experiment conducted in a major component part (sub-system) of a manufacturing organization (system). The leaders (foremen) in seven of eight groups comprising an entire department of critical importance in the organization were reassigned on 2 days' notice in accordance with an experimental plan designed by the author. The nature of the experiment and associated data provide an unusual opportunity for an empirical field test on certain central aspects of open systems theory as applied to formal organizations.² [ABSTRACT FROM AUTHOR]

Problems in interpretation have arisen in Dodson's modification of Bayes's theorem which is the original formulation for use in multistage inference situations. This paper gives a model for which Dodson's algorithm is appropriate, and contrasts this model to a model developed by Gettys and Willke (Organizational Behavior and Human Performance, 1969, 4, 125-141). [ABSTRACT FROM AUTHOR]