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Current theories of social comparison processes deriving from Festinger lack predictive validity largely because the central construct (social comparison) has been left undefined. This paper offers a definition of social comparison which implies that people can compare their abilities in numerous different ways. An experiment is described which varied interpersonal similarity in ability and measured three forms of ability comparison-competition, cooperation, and conformity. Both competition and cooperation were found to vary as a function of interpersonal similarity. Some suggestions are tendered for a reformulated theory of social comparison processes.

The focus of this paper is on the recognition and resolution by managers of "disturbances", which have been defined as "involuntary situations that threaten the smooth running of the organisation but are partially beyond managerial control". We have employed a case‐study methodology that involved semi‐structured interviews, and both within‐ and cross‐case analysis of interview data. Our primary finding is that disturbances are either people‐oriented or systems‐related, and that both recognition and resolution are contingent upon the nature of the disturbance.

Despite widespread evidence of low predictive and construct validity,
personality testing is increasingly being used for the selection of
managers. Notes that selection practices based on personality testing
are not embedded in an explicit theory of performance. Based on
available research evidence it is argued that personality is likely to
play a relatively minor role as a determinant of managerial performance.
Presents results from a small survey of New Zealand recruitment
consultants to show that personality testing is widespread in managerial
selection, and that there is a tendency to overemphasize the importance
of personality as a determinant of performance. This may be one reason
for the ascendancy of personality testing in selection. Makes
suggestions for improving the ways in which such tests should be used in
selecting managers.