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We examine whether mutual fund performance is related to characteristics of fund managers that may indicate ability, knowledge, or effort. In particular, we study the relationship between performance and the manager's age, the average composite SAT score at the manager's undergraduate institution, and whether the manager has an MBA. Although the raw data suggest striking return differences between managers with different characteristics, most of these can be explained by behavioral differences between managers and by selection biases. After adjusting for these, some performance differences remain. In particular, managers who attended higher-SAT undergraduate institutions have systematically higher risk-adjusted excess returns. [ABSTRACT FROM AUTHOR]

A behavioral study utilizing an attitudinal model explored the relationships between management information system users' perceptions of their computer system, perceived variables exogenous to the system, attitudes, and system usage. The major finding indicated no significant relationship between attitudes and system usage behavior. [ABSTRACT FROM AUTHOR]

The personal value systems of 1072 American managers are studied for their contribution to the understanding of managers and their behavior. A theoretical model for analyzing the impact of values on behavior is presented and utilized. Major results are explored with respect to the impact of personal values systems on the behavior of managers. [ABSTRACT FROM AUTHOR]

An experiment examined the relationship between authoritarianism and managerial assessment of a person designated as a medically controlled schizophrenic. Participants rated a male applicant on both a candidate appraisal form and an affective attitudes scale. Half the participants saw background information and a videotaped interview describing the applicant as having left work for 6 months to receive psychiatric treatment for schizophrenia. He now was taking medication and doing well. Half the participants received background and interview information indicating that the candidate was out of work for 6 months due to a business slowdown. Participants high in authoritarianism who viewed the candidate as schizophrenic gave lower candidate appraisal ratings ( p<.01) and expressed more negative affective attitudes ( p<.01) than did other participants. [ABSTRACT FROM AUTHOR]

This paper explores the idea that behaviorally complex managers are more effective than their less complex counterparts. Behavioral complexity is assumed to have a repertoire and differentiation component. Behavioral repertoire refers to the portfolio of leadership functions managers can perform and behavioral differentiation to the ability of managers to vary the performance of their leadership functions depending on the situation. An empirical examination of the perceptions of the subordinates, peers, and superiors of the behavioral repertoire and differentiation of 282 middle managers firm a large Fortune 50 manufacturing company and 252 managers from the public utility industry shows strong support for the notion that behavioral repertoire is positively associated with effectiveness and mixed support for the hypothesized positive relationship between behavioral differentiation and effectiveness. [ABSTRACT FROM AUTHOR]

Latham, Fay, and Saari (1979) discussed the development of behavioral observation scales (BOS) for the appraisal of foremen and managers. They present arguments and data in support of BOS and made several conclusions regarding the relative superiority of BOS versus other appraisal formats, particularly behavioral expectation scales. This critique of their article suggests that most of their conclusions are beset by conceptual problems, questionable statistical analyses, and/or a disregard of previous research. [ABSTRACT FROM AUTHOR]

The article addresses the issue of using the behavioral observation scale (BOS) in evaluating employees. The author points out that while Bemardin and Kane present a number of criticisms of BOS as a method of performance appraisal, they do not cite psychometric data to support their criticisms. This note has shown that most of their criticisms are beset by conceptual problems, disagreements between the co-authors, disagreements within each author with what he said here versus what he has said elsewhere, and/or a disregard of previously established empirical findings.

It is generally suggested by the accounting professionals that the principal objective of management accounting is the influencing of behavior. And in order to accomplish this objective, the management accountant must function with some view of human behavior in mind. The article considers two cases of formalizing the views of behavior into model which could be used for testing the validity and relevance of the accountant's behavioral assumptions. The first of these is termed the traditional management accounting view. The second theoretical model which was considered is not usually associated with either the literature or educational processes of management accounting. Each of these models is based on a set of underlying assumptions about human behavior, and it is these assumptions which determine the character of the model itself. The findings of this field study appear to suggest that many management accountants tend toward a traditional view of behavior and they are not alone in this respect.