Some Psychological Dimensions of Business and Industrial Executives

Citation preview

P U R D U E U N IV ER SITY

THIS IS TO CERTIFY THAT THE THESIS PREPARED UNDER MY SUPERVISION

Jesse C. Rupe

BY

entitled

SOME PSYCHOLOGICAL DIMENSIONS OF

BUSINESS AND INDUSTRIAL EXECUTIVES

COMPLIES WITH THE UNIVERSITY REGULATIONS O N GRADUATION THESES

AND IS APPROVED BY M E AS FULFILLING THIS PART OF THE REQUIREMENTS

FOR THE DEGREE OF

Doctor of Philosophy

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PURDUE

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.

,71. DIRECTIONS TO EXECUTIVES For Using the Purdue Rating Scale for Executives

1.

Secure the co-operation of your subordinates who will rate you. The means by which their anonymity will be preserved is given in the di­ rections on the scale they use in rating.

2.

Supply each subordinate with: 1 1 1 1

3.

copy The Purdue Rating Scale for Executives answer card special pencil self-addressed stamped envelope

When the subordinates have completed their ratings, their directions state that they are to mail the materials directly to the Division of Educational Reference, Purdue University. After their ratings have been analyzed there, you will receive a confidential report,

'4. You are asked to fill out the following form and return it to the Division of Educational Reference, Purdue University, Lafayette, Indi­ ana. This information will be correlated with the ratings in order to ascertain to what extent such factors are related to executive charac­ teristics, 1.

Name*.

2.

Mailing Address:________ ___ ___________ ___ __________ ______ ______ _2.

5.

Number of subordinates who are rating you:

4.

Total number of subordinates under your direct supervision:_________ 4.

5.

Total number of employees under your direct and indirect supervision:

5.

6.

Type of business:

6,

7.

Headquarters, branch plant or d e p a r t m e n t

7,

8.

Your official title or titles;

8.

9.

Years in present position:

____________ __________________ ______________________ !•

3.

9.

10,

Years connected with Company:

11,

Years of executive experience:

12,

Years of executive experience as {or equivalent rank): Foreman Department Chief Division Chief Superintendent Vice President Other (Specify)

E114 8 -2

__10. 11.

---- ---------

12,

»?£♦ 13.

Years of formal education:

14.

Degrees held if any:___________

15.

Age:

15,

16.

Sex:

16.

17.

Of how many professional (trade) societies are you a member?

18.

In the past 2 years, how many meetings of professional societies of which you are a member have you attended?

19.

20

21

.

.

22

.

13. 14.

17.

_____

18.

In the past 5 years, how many offices (including committee chairmanships) have you held in professional societies? ________ 19. In the past 5 years, how many times have you addressed meetings of professional societies? In the past 5 years, how many articles of yours have been published in professional (business, industrial, trade) journals?

20.

_21.

What percent of your contractual time do you spend in: • Internal administration _____ 22. Public relations ________ Government, legal aspects ___________ Management-Labor negotiation_____________ ____

23.

In what salary range are you? Below #3000 23. 3000-3999_________ ____ _ 4000-4999___________ ' 5 0 0 0 - 5 9 9 9 ___________ 6 0 0 0 - 6 9 9 9 ___________ 7000-7999 8000-8999“ 9000-9999“ 10.000-14,999 15.000-19,999 20.000-24,999__ 25,000 or over

Appendix B Sample Report to Participating Executives

P u r d u e D IV IS IO N

OF

U n i v e r s i t y EDUCATIONAL

REFERENCE

LAFAYETTE, INDIANA

Dear Sir You will find enclosed a report which summarizes the way your sub­ ordinates rated you on the Purdue Rating Scale for Executives» There are two sheets which constitute the report. The first one is a profile sheet, on which are entered the averages (arithmentic means) of all ratings of you on each trait, and on which you may easily prepare a comparative profile of yourself. Each item had five possible ratings, and these ratings were assigned weights from 5 to 1, with the 5 rating considered the most favorable. Your average ratings therefore vary between 5 and 1. The norms for the profile were established on 702 ratings of 133 executives in 8 business and in­ dustrial organizations scattered throughout the United States, The executives who sent data in time to be included in this report were presidents, vice presidents, plant and branch managers, and others down to but not including foremen. On the left of this sheet is an actual distribution of the ratings on each item. From this you can get a picture of the range and skewness of the ratings. The second sheet of this report is a copy of the items on the rating scale. This is provided so you may see the exact wording of the items on which your subordinates rated you. In any one item, the number which appears in the parentheses before each possible rating is the actual "weight" of that rating. Your average ratings written in on the profile sheet are the averages of those weights* Therefore, if you have an average rating of 4,0 on item 1, you may interpret it as meaning that the consensus of opinion of the subordinates who rated you is that your knowledge is "fairly broad," The percentile score for such a rating would be 20, which means 20 per cent of those rated received an average score of 4,0 or less and 80 per cent received an average score of 4,0 or better (see Profile Sheet), The tabulation of the ratings was done by I, B, M. mark^sensing, punching, and sorting equipment. The calculations of averages and pre­ paration of norms were done by statistical clerks, and all.calculations were made twice to insure accuracy. This report to you is confidential* and the personal data in it will not be released to any other person or organization. Sincerely yours.

H, H, Remmers Director

75.

PROFIL^ £KEET FOR TIÎE PURDUE RATING SCALE FOR EXECUTIVES Namei_

__________________

No.ofraters:

TO OBTAIN YOUR PERCENTILE RANKING ON aNY ONE TRAIT: (l) In the row to the right of your average rating, find the number which is the same as the average rating. Interpolate if necessary. (2) Through the decimal point in that number draw a vertical line. (3) Read ver­ tically up or down to a percentile scale* (When you have drawn in a vertical line for each trait, you will have a comparative profile of your ratings.) gDistribution i Itemj Aver," Percentiles 1 ' 5 4 3 2 1 IQ,, 2Q, 30 40„ 50 60 70 80 .90 100 j 3^9.A%0 2., 4.3_4.6 4.7 3.0 ! 5*.0.- 5.0 4 .4^Q-,4il3 4 * 4 - , _ "1 - '

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Percentiles

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THE PURDUE. RATING .SCALE FOR EXECUTIVES I.

Intellectual Balance

1. Possesses general knowledge: (5) Very broad (4 ) Fairly broad (3) Limited (2) Very limited ....... ... (l) Lacking ... . ’•, 2. Possesses specific knowledge in his own field: (5) Up-to-date (4) Good (3) Fair (2) Poor (l) Lacking............

_1* 2.

II. Emotional Balance 3* Is emotionally poised and calm:

(5) Always (4) Usually (3) Sometimes(2) Seldom (l) Never 4* Has adequate self-confidence: (5) Always (4 ) Usually (3) Sometimes (2) Seldom (1) Never 5e Is concerned with his own personal problems : (5) Never (4 ) Seldom (3) Sometimes (2) Usually (l) Always 6, Welcomes differences, in viewpoints: (5) Always (4) Usually (3 ) Sometimes(2) Seldom (1) Never III.

..... ..

,

_4. 5» 6.

Leadership

7. Welds staff into a unit with clearly recognized goals: (5): Exceptionally well (4 ) Very well (3) Quite well (2) Poorly .. .../ , .................... (l) Very poorly 8 . Uses democratic procedures wherever, possible: (5) Always (4) Usually $3) Sometimes (2) Seldom (l) Never 9* Inspires subordinates to independent, creative work: ' (5) Always (4) Sometimes (3) Seldom (2) Neyer (1) Makes creative work repulsive IV.

3»

, -8 * 9.

Planning

10. Makes plans carefully and adequately: i. .. • , (5) Always (4 ) Usually (3) Sometimes (2) Seldom (l) Never 11. Is alert to recognize- or devise, useful innovations : (5) Always (4) Usually (3) Sometimes (;2) Seldom (l) Never 12. Understands the objectives and interrelationships of his entire work: (5) Exceptionally well (4) Very well (3) Quite, well (2) Poorly (l) Very poorly .. ;.... ±J ....... 13* Does a good job of systematizing and coordinating units of work: (5) Always (4 ) Usually (3) Sometimes (2) Seldom (1) Never 14. Has knowledge of pertinent details of his subordinates1 work: (5) Very good (4) Good (3) Fair (2) Poor (l) Not at all.......

„ 10. 11* .12. 13. 14.

V. Use of Funds 15. Employs as capable personnel ae possible: (5) Always (4 ) Usually (3) Sometimes (2) Seldom (l) Never ........ 16. Selects equipment wisely: J (5) Always (4) Usually 0 ) Sometimes (2) Seldom (l) Never ______ 17. Makes effective effort to obtain funds for self -improvement of subordinates: (5) Always (4) Usually (3) Sometimes (2) Seldom (l) Never

r;

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15. 16. 17.

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VI. Capacity for Work

-3-

18. Works hard: (5) Always (4) Usually (3) Sometimes (2) Seldom. (1) Never................ 19. Welcomes additional responsibilities: (5) Always (4) Usually (3) Sometimes (2) Seldom (l)Never ... 20. Meets emergencies in his work competently: (5) Always (4) Usually (3) Sometimes (2) Seldom (l) Never..... VII.

18. 19. 20.

Accomplishment

21. Conducts his work as expeditiously as possible: (5) Always (4) Usually (3) Sometimes (2) Seldom (l)Never ........ 22. The essential work of his organization gets done on time : (5) Always (4) Usually (3) Sometimes (2) Seldom (l) Never....... 23. The important work of his organization is completed: ..... (5) All of it (4) Most (3) Some (2) Little (l) None..

21. 22. 23.

VIII. Relations with Subordinates

24. •

.

24. Compliments and thanks his subordinates appropriately and sincerely: (5) Very frequently (4) Quite frequently (3) Sometimes (2) Seldom (1) Often criticizes negatively..... 25. Is available to counsel and assist subordinates : (5) Sufficiently (4) Almost sufficiently (3) Sometimes (2) Seldom (1) Never ................... 26. Recognizes andrewards meritorious achievement of his subordinates : (5) Always (4)Usually (3) Sometimes (2) Seldom (1) Never. ________ 27. Possesses insight into the problems encountered bv his subordinates: (5) Complete (4) Much (3) Some (2) Little (!) None............ 28. Is honest and dependable in dealings with subordinates : (5) Always (4) Usually (3) Sometimes (2) Seldom (1) Never.......... 29. Displays unwarranted favoritism to some subordinates: ..... (5) Never (4) Seldom (3) Sometimes (2) Often (1) Continuously 30. Appropriates ideas and work of subordinates to improve his own standing : (5) Never (4) Seldom (3) Sometimes (2) Often (1) Continuously . 31. Does everything possible,consistent with a subordinate1s ability and achievement, to advance him: (5) Always (4) Usually (3) Seldom (2) Never (1) Curbs advancement...... 32. Is just and considerate in discharging subordinates: (5) Always (4)Usually (3) Sometimes (2) Seldom (1) Never 33. The general morale of his staff: (5) Exceptionally high (4) Good (3) Fair (2) Poor (1) Very low .....

: _-26. 27. 28. 29. J30.

_ 31. v 32. ,33.

IX. Public Relations 34. Promotes public relations : (5) Actively good (4) Fair (3) Poor (2) Not at all (1) Actively bad ...

34.

X. Social Responsibility 35. Attempts to orient his work to the welfare of society at large : •(5) Exceptionally well (4) Well (3) Fairly well (2) Indifferently (1) Poorly.................. ,.............. . .... ; 36. Team work: conforms to the purposes and plans of the organization which he serves; does not seek unfair advantage for his unit: (5) Always (4) Usually (3) Sometimes (2) Seldom (l) Never............. S0548-1

* IS. _36.

Appendix C The Average Scores of the Executives on the Items of the Purdue Rating Scale for Executives

77-

The Average Scores of the Executives on the items of the Purdue Rating Scale for Executives

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VITA Name:

Jesse C. Rupe,

Date and place of birth: January 5, 1906, Bethany, Missouri» Education: Elementary:

Franklin, Nebraska» 1919.

Secondary:

Franklin, Nebraska. 1925.

A.B. :

Doane College, Crete, Nebraska,

M.S. :

Purdue University, Lafayette,Indiana, 1946.

1929.

Experience: Rural School teacher, Franklin County, Nebraska, 1924-1925. Sales representative, 1929-1943. United States Army Air Forces, 1943-1945. Instructor of Psychology, Carnegie Institute of Technology, Pittsburgh, Pennsylvania, 1946-1948. Instructor of Psychology, Purdue University, 1948-1950. Membership in Professional Societies: Associate member of the American Psychological Association. Associate member of the Pennsylvania Psychological Associa­ tion. Associate member of Sigma Xi. Member of the American Association for the Advancement of Science.