Jeffrey S. Kane, Ph.D.


B.S. Boston University, Public Relations and Communications
M.A. University of Minnesota, Industrial Relations
Ph.D. The University of Michigan, Organizational Psychology

Employment History:

2006 - Present

Statistical Consultant: Through my firm, Professional Statistical Services , providing services in the areas of statistical analysis, research, statistical modeling, survey research and preparation of reports on findings, and litigation support and expert witness services to a wide range of clients, including researchers in many different fields, business and governmental organizations, attorneys, and dissertation students.
2007 - 2008 Principal Consultant, Litigation Support, specialized consulting firm: Conducting high stakes statistical analyses to establish the utilization rates of various protected groups and the impact of human resource decisions on such groups; developing specialized software to conduct various statistical procedures relevant to utilization and impact analyses.
1982 - Present Consultant in Human Resource Management and Industrial/Organizational Psychology: Providing technical counsel and hands-on assistance in the design, development, implementation, and evaluation of human resource management systems to public and private sector organizations; specializing in performance appraisal, design and validation of selection systems, program and system evaluation, and compensation systems; providing statistical analysis support for parties to litigation.
1986 - Present Software engineering: Develop applications for desktop, client-server, and web architecture for accomplishing various organizational and scientific functions such as selection testing, performance assessment, sample selection, and decision support.
1983 - 2005 Professor/Associate Professor of Psychology and Management: At several major universities, taught mostly graduate courses in research design, statistics, human resource management, and organizational behavior; and conducting research and writing in industrial/ organizational psychology, human resource management, and judgment and decision-making.
1979 - 1982 Chief, Performance Appraisal Research and Evaluation Branch, U. S. Office of Personnel Management, Washington, D. C.: Proposed, obtained funding for, and implemented a research program in performance appraisal; developed and presented training programs on performance appraisal system design and development; developed technical papers on new approaches to appraisal; organized funding and served as co-project manager for a grant to conduct a national conference on performance appraisal; developed a comprehensive framework for evaluating the effectiveness of appraisal systems; counseled federal agencies and state and local governments on their appraisal problems.
1978 - 1979 Research Scientist, Advanced Research Resources Organization, Bethesda, MD: Designed new methods of performance appraisal and developed proposals to obtain funding for their assessment; conducted program evaluation, selection research, and survey research; conducted statistical analysis and computer programming.
1971 - 1974 Chief of Personnel Research, Vermont Dept. of Personnel, Montpelier, VT: Established and headed a personnel research section with a staff of four; obtained and administered a federal-state matching grant under the Intergovernmental Personnel Act to fund the activities of the section; developed and validated selection procedures for the state’s largest job classifications, developed performance appraisal systems, evaluated management training programs, and carried out attitude surveys.

Representative Consulting and Technical Assistance Activities:

High Stakes Selection Project Manager:

Managed and did considerable techical work on a very high stakes project to revamp the entry-level firefighter selection system for the largest county in the U.S.

Expert Witness Services:

Conducted extensive statistical analysis of personnel data to reveal the treatment of Afro-Americans relative to non-protected groups in regard to hiring, firing, and compensation.

A Large University System in the Far East:

Designed appraisal systems for all teaching and non-teaching staff, and prepared the rater training manuals for these systems.

A Major International Insurance Company:

Worked with senior HR staff of the Asia Region's territory offices to devise a framework for the strategic planning of HR activities.

A Major International Provider of Assessment Center Services:

Worked as an assessor and follow-up coach in managerial assessment centers conducted in Hong Kong and Singapore.

U.S. HRM Consulting Firm:

Participated in the development of selection systems and computerized test scoring systems for several clients.

A Large Southern U.S. Power Company:

Served as principal technical advisor on the design of upgrades to this firm's performance appraisal and performance management systems.

A Large Metropolitan Police Department:

Developed and installed a new performance appraisal system covering all ranks of police personnel within the department.

Related Professional Experience:

Founder and Editor of Human Resource Management Review , a refereed journal that began publication in February, 1991 by JAI Press, Greenwich, CT.

CEO, Performance Sciences International: Developing web-based software for the assessment and management of work performance; developing business plan; marketing of products and services; directing activities of staff.

Software Engineer: developed numerous software systems both for clients and for direct sale to the public. Among my products are the Performance Distribution Assessment system and Monte Carlo/PC (see below).

Researcher and Writer: Conducted numerous research studies in the field of industrial/organizational psychology; widely published in professional journals and book chapters.

Professional Skills:

The highest levels of statistical analysis, including programming customized analyses and using standardized software packages (SPSS, STATA, SAS, Minitab); mathematical analysis using MatLab; development of performance appraisal systems, employee selection systems, and compensation systems; program evaluation; survey research; psychometrics; judgment & decision-making analysis and development of decision-support systems; software engineering, including Visual Basic, development of customized ActiveX components, ADO database programming, SQL Server, and custom website development using HTML, VBScript, Javascript, and ASP.Net.

Products (Selected, over last 10 years):

Performance Distribution Assessment System A revolutionary web-based system for performance appraisal and management which just received (July 2010) the first U.S. Patent ever awarded for a computer-/web-based system for assessing the work performance of employees at all organizational levels. For further details, go to:

Select-A-Sample A system for determining sample-size based on either sampling error or power considerations. Following determination of sample size, the program will then select the requisite size sample from a population database, with or without replacement, and generate a file of sample members.

Monte Carlo/PC A system for generating random data sets with any number of variables having a specified multivariate structure. Data sets may be generated as either populations having an exact multivariate structure or as samples with sampling error.

Selected Publications:

Kane, J. S. and Lawler, E. E. III. (1978). Methods of peer assessment. Psychological Bulletin , 85 (3), 555 586.

Kane, J. S. and Lawler, E. E. III. (1979). Performance appraisal effectiveness: Its assessment and determinants. In B. Staw (Ed.), Research in organizational behavior , vol. 1. Greenwich, CT: JAI Press.

Kane, J. S. (1988). Minimizing the impact of judgmental fallibility on real world decision-making, with some illustrative applications in human resource management. In Cardy, R.L., Puffer, S.M. & Newman, J.M. (Eds.), Advances in Information Processing in Organizations , Volume 3 (pp. 25-37). Greenwich, CT: JAI Press.

Austin, J. T., Villanova, P., Kane, J. S., & Bernardin, H. J. (1991). Construct validation of performance measures:

Definitional issues, development, and evaluation of indicators. In G. H. Ferris & K. Rowland (Eds.), Research in Personnel and Human Resource Management , Vol. 9 (pp. 159-233).

Kane, J. S. & Kane, K. F. (1992). TQM-compatible performance appraisal: An American cultural imperative. Journal of Management Systems , 4(2).

Kane, J. S. & Kane, K. F. (1993). Performance appraisal: The design and use of effective and defensible systems.

In H. J. Bernardin (Ed.), Human resource management: An experiential approach . New York: McGraw-Hill.

Kane, J. S. (1994). A model of volitional rating error. Human Resource Management Review , 4(3), 283-310.

Kane, J. S., Bernardin, H. J., Villanova, P., & Peyrefitte, J. (1995). The stability of rater leniency: Three studies. Academy ofManagement Journal , 38(4), 1036-1051.

Bernardin, H. J., Kane, J. S., Ross, S., Spina, J., & Johnson, D. M. (1996). Performance appraisal design, and implementation. In G. R. Ferris (Ed.), Handbook of human resource management . Chicago, IL: Blackwell. development,

Kane, J. S. (1996). The conceptualization and representation of total performance effectiveness. Human Resource Management Review , 6(2), 123-145.

Kane, J. S. & Freeman, K. A. (1997). A theory of equitable performance standards. Journal of Management , 23(1), 37-58.

Kane, J. S. (1997). Assessment of the situational and individual components of performance. Human Performance , 10(3), 193-226.

Bernardin, H. J., Hagan, C. M., Kane, J. S., & Villanova, P. (1998). Prescriptions for effective performance

management: Precision in measurement with a focus on customers and situational constraints. In J. Smither (Ed.), Performance Appraisal: State-of-the-Art in Practice , San Francisco: Jossey-Bass.

Kane, J. S. (2000). Accuracy and its determinants in distributional assessment. Human Performance , 13(1), 47-85.

Kane, J. S. & Woehr, D. J. (2006). Performance measurement reconsidered: An examination of frequency estimation as a basis for assessment. In D. J. Woehr, W. Bennett, & C. Vance (Eds.), Performance Measurement: Current perspectives and future challenges . Hillsdale, NJ: Lawrence Erlbaum Associates.

Kane, J. S. & Papini, J. S. (2006). Function-based pay: A new approach to establishing pay structures . (Article manuscript under review for publication.)

Kane, J. S., Bernardin, H. J., & Reus, T. H. (2006). Policy adherence and the psychology of agents . (Article manuscript under review for publication.)

Kane, J. S. (2006). The Multilateral Assessment of Organizational Effectiveness. (Article manuscript under review for publication.)

Kane, J. S. & Bernardin, H. J. (2006). Competencies, work functions, and performance assessment . (Article manuscript under review for publication.)

Kane, J. S. & Bernardin, H. J. (2006). The Assessment and Management of Performance at Work . (Book manuscript in preparation.)