A teacher‐centered exploration of the relevance of social factors to theory of mind development

Many accounts of children's Theory of Mind (ToM) development favor a cognitive explanation, for example, in terms of mental representational improvements at or before 4 years. Here, we investigated whether social factors as rated by a child's teacher, are related to ToM development. We tested 82 children of 3–6 years on each of four ToM tasks, and their class teacher completed a social questionnaire about each child's playing behavior, sharing, talkativeness, confidence, aggressiveness and outgoingness. A measure of task memory and the child's gender were also recorded. Here, children generally passed ToM tasks after 5 years‐old, but no one gender performed reliably better than the other. Teacher‐rated confidence and playing behavior were correlated to ToM. But in a regression analysis, these were replaced by teacher‐rated talkativeness; with age and memory given primacy in both sets of analyses. It is concluded that maturation and cognitive factors may well have primacy but social factors, facilitated during early primary education, must also be given a role in ToM development.     

Decision type,participative decision making (PDM), and organizational behavior: An experimental simulation

The present study tested hypotheses derived from the path‐goal theory of leadership concerning attitudes and behavior in an organizational change situation. Using an experimental simulation, the method of payment for 199 coding workers was changed from hourly to piece‐rate, either by participation or initiating structure (i.e., direction). Results supported the influence of the type of change decision on change acceptance. Initiating structure in the strategic change decision (whether or not to implement a planned change) and participation in tactical decisions (how to implement the change) both increased change acceptance. An interaction effect was also observed with subjects in the directive strategy with participation tactics combination showing the largest change acceptance mean. However, initiating structure or participation in both decision types had minimal effect on performance. Theoretical and practical implications of the results were discussed.     

Assessing technology acceptance for skills development and real-world decision-making in the context of train driving

Advances in technology have improved operator performance and efficiency in transport but it is not uncommon for end users to resist technology in spite of its benefits. Operators may resist technology from genuine and legitimate concerns though it is often seen as unjustified. While beneficial, such resistance can have detrimental effects on operations and safety, and can result in the withdrawal of a technology. Theories relating to technology acceptance include elements such as perceptions about the purpose and use of the technology, personal impact, individual characteristics, peer influence, perceived equity, and organizational factors. Although considerable research into technology acceptance and resistance has been conducted in other domains, very little has been conducted in transportation. Findings from two Australian studies are reported which examined train driver attitudes to two state-of-the-art technologies aimed at enhancing skills development and real-world decision-making. The technologies were implemented in the form of in-vehicle information support and simulated learning. Analysis of interviews defined three overarching themes relating to technology resistance: task dynamics related to ways of working and safety; redundancy regarding the utility of the technology and the impact on job security; and personal impact with respect to effects on status and the drivers’ capacity to learn new skills. It is argued that domain-specific characteristics must be considered when designing and implementing new technologies to ensure that benefits of technologies are optimised. It is also argued that resistance should be seen as a positive element of the design and implementation process. This paper has high relevance for transport researchers, and practical application for rail organisations and policy makers.     

Relating Coalition Capacity to the Adoption of Science-Based Prevention in Communities: Evidence from a Randomized Trial of Communities That Care

Coalition‐based efforts that use a science‐based approach to prevention can improve the wellbeing of community youth. This study measured several coalition capacities that are hypothesized to facilitate the adoption of a science‐based approach to prevention in communities. Using data from 12 coalitions participating in a community‐randomized trial of the prevention strategy Communities That Care (CTC), this paper describes select measurement properties of five salient coalition capacities (member substantive knowledge of prevention, member acquisition of new skills, member attitudes toward CTC, organizational linkages, and influence on organizations), as reported by coalition members, and examines the degree to which these capacities facilitated the community leader reports of the community‐wide adoption of a science‐based approach to prevention. Findings indicated that the five coalition capacities could be reliably measured using coalition member reports. Meta‐regression analyses found that CTC had a greater impact on the adoption of a science‐based prevention approach in 12 matched pairs of control and CTC communities where the CTC coalition had greater member (new skill acquisition) and organizational capacities (organizational linkages).     

Cognitive task transformations

The difficulty facing an agent performing a familiar task is one of satisfactory performance rather than one of figuring out how the task is to be performed. In this paper I describe and exemplify a number of principal ways in which the physical form of tools and working environments can reduce the cognitive burden of performing routine tasks. Starting from the commonly held assumption that tools transform the structure of the tasks in which they figure, I explore some basic ways in which tools can reshape tasks to circumvent excessive demands on attention, working memory and motor control, and the need to perform the kinds of cognitive operations at which we lack proficiency. The principal task transformations that are identified include: removing superfluous actions; delegating problematic parts of a task to other people or artefacts; substituting less demanding parts of a task for parts that are cognitively difficult; rearranging a task to avoid conflict between actions; and increasing the tolerance of a task environment to sub-optimal task performance. For each transformation an account is given of the change to the task from the perspective of an agent and how this improves the cognitive congeniality of the task. For each transformation I also give an example drawn from the everyday experience of the reader of a particular tool that may be said to bring about or facilitate the transformation in question, and explain in what way the tool is able to achieve the transformation whilst still ensuring that task demands are met.     

Change‐oriented organizational citizenship behaviour: An interactive product of openness to change values,work unit identification,and sense of power

Due to the increased frequency of organizational changes, predicting employees’ voluntary involvement in the development of organizational practices and individual work is of particular importance in organizational psychology. This study focused upon change‐oriented organizational citizenship behaviour (OCB) as an expression of openness to change values, and also upon psychological factors that can moderate the value–behaviour relationship. We propose that personal values, group identification, and a sense of power interact in predicting change‐oriented OCB of employees. One hundred and eighty‐four employees rated their values, their identification with the work unit and their sense of power. In line with our predictions, the results showed that openness to change values and work unit identification interacted positively in predicting supervisor‐rated change‐oriented OCB in workers with a high sense of power, but not in workers with a low sense of power. This finding suggests that workers who have a high sense of power and are highly identified with the work unit tend to pursue their openness to change values in a way that contributes to the organization. The authors further conclude that an interactive approach, rather than one of direct effect, is advantageous when studying values as antecedents to change‐oriented OCB.     

组织变革准备研究回顾与整合

作为组织实施变革的前奏,组织变革准备包括：（1）组织本身处于变革就绪待发状态,和（2）组织成员在情感及认知上能够接受和容忍组织即将实施变革的程度。文章通过对组织变革准备相关概念、内容结构和测量、前因和后果的梳理,整合出一个新的分析框架。研究指出：未来在深化现有研究的同时,宜多采用跨层次的视角探讨相关构念在不同层面上的影响机制,结合具体变革情境开发有针对性的测量工具,弥补现有研究不足、指导企业实践。     

持续学习组织文化研究

学习型组织是目前管理领域中组织变革的主流方向之一,本研究指出塑造持续学习之组织文化是创建学习型组织的重要内容。通过自编问卷,对国营与非国营两种性质不同群体员工的调研,初步确定持续学习组织文化的结构维度。研究还考察了组织文化和一些组织行为以及实际的学习行为之间的关系。     

The influence of sex and empathy on putting oneself in the shoes of others

We tested whether putting oneself in the shoes of others is easier for women, possibly as a function of individuals' empathy levels, and whether any sex difference might be modulated by the sex of presented figures. Participants (N=100, 50 women) imagined (a) being in the spatial position of front‐facing and back‐facing female and male figures (third person perspective (3PP) task) and (b) that the figures were their own mirror reflections (first person perspective (1PP) task). After mentally taking the figure's position, individuals decided whether the indicated hand of the figure would be their own left or right hand. Contrary to our hypothesis, results from the 3PP‐task showed higher rotational costs for women than men, suggesting that mental rotation rather than social strategies had been employed. However, faster responding by women with higher empathy scores would appear to indicate that some women engaged social perspective taking strategies irrespective of the figures' position. Figures' sex was relevant to task performance as higher rotational costs were observed for male figures in the 3PP‐task for both sexes and for female figures in the 1PP‐task for women. We argue that these latter findings indicate that performance was facilitated and/or inhibited towards figures associated with specific social and emotional implications.     

The relative importance of task,citizenship and counterproductive performance to job performance ratings: Do rater source and team‐based culture matter?

This study contributes to our understanding of which factors predict raters' policies for combining performance components into an overall job performance rating. We used a work‐roles framework to examine the effects of rater source and team‐based culture. The sample consisted of 612 individuals in three job categories (317 nurses, 168 personnel recruiters and 127 sales representatives). Respondents rated employee performance profiles that were described on task, citizenship and counterproductive performance. Raters' weights differed by (a) organizational culture (low‐ vs. high‐team‐based); (b) rating source (supervisor vs. peer) and (c) job. In a team‐based culture, more weight was given to citizenship performance and less to task performance. Peers attached more importance to citizenship performance and less to task performance. Implications of these findings for performance management are discussed.     

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self‐efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that self‐efficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self‐efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self‐efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self‐efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self‐efficacy.

Practitioner points

• Practicing managers should not only invest in increasing self‐efficacy of their employees, but also invest in building trust to improve employees’ attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self‐efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours.
• Self‐efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.

     

授权风险考量与授权行为：领导－成员交换和集权度的作用

授权能够有效提升员工绩效和组织利益, 但中国企业管理者不授权现象比比皆是。本研究从授权风险的角度探讨管理者不愿授权的原因, 并检验领导－成员交换(LMX)和组织集权度的调节作用。通过17家企业收集到的157位管理者与471位下属的配对资料, HLM分析结果显示：任务绩效、组织利益风险考量与管理者授权行为负相关, 且这种负向关系还受到LMX的强化; 此外, 组织集权度在权力地位、组织利益风险考量与授权行为的负向关系中具有显著的调节作用。     

Ranking of Drivers for Green Manufacturing Implementation Using Fuzzy Technique for Order of Preference by Similarity to Ideal Solution Method

The governments are under tremendous pressure to sustain high manufacturing growth in emerging economies. Unfortunately, the manufacturing sector consumes much energy and other resources and emits a large amount of green house gases, which increases environmental problems such as climate change and global warming. One possible solution to this problem is green manufacturing (GM) implementation in industry. However, GM implementation faces many challenges. Various motivating factors named as ‘drivers’ should be facilitated by the government and industry to make this change possible. This paper investigates the drivers for GM implementation and their ranking based on fuzzy technique for order of preference by similarity to ideal solution method using government, industry and experts perspectives. The study concluded that competitiveness, incentives, organizational resources and technology are top ranked drivers and should be facilitated by the government and industry to help implement GM. The ranking of these drivers is expected to help the government and industry to focus on few important drivers to facilitate the GM implementation with limited resources. Copyright © 2014 John Wiley & Sons, Ltd.     

A Critical Review and Best‐Practice Recommendations for Control Variable Usage

The use of control variables plays a central role in organizational research due to practical difficulties associated with the implementation of experimental and quasi‐experimental designs. As such, we conducted an in‐depth review and content analysis of what variables, and why such variables are controlled for, in 10 of the most popular research domains (task performance, organizational citizenship behaviors, turnover, job satisfaction, organizational commitment, employee burnout, personality, leader?member exchange, organizational justice, and affect) in organizational behavior/human resource management (OB/HRM) and applied psychology. Specifically, we examined 580 articles published from 2003 to 2012 in AMJ, ASQ, JAP, JOM, and PPsych. Results indicate that, across research domains with clearly distinct theoretical bases, the overwhelming majority of the more than 3,500 controls identified in our review converge around the same simple demographic factors (i.e., gender, age, tenure), very little effort is made to explain why and how controls relate to focal variables of interest, and control variable practices have not changed much over the past decade. To address these results, we offer best‐practice recommendations in the form of a sequence of questions and subsequent steps that can be followed to make decisions on the appropriateness of including a specific control variable within a particular theoretical framework, research domain, and empirical study. Our recommendations can be used by authors as well as journal editors and reviewers to improve the transparency and appropriateness of practices regarding control variable usage.     

Guessing versus choosing – and seeing versus believing – in false belief tasks

Three‐ and 4‐year‐old children were tested using videos of puppets in various versions of a theory of mind change‐of‐location situation, in order to answer several questions about what children are doing when they pass false belief tests. To investigate whether children were guessing or confidently choosing their answer to the test question, a condition in which children were forced to guess was also included, and measures of uncertainty were compared across conditions. To investigate whether children were using simpler strategies than an understanding of false belief to pass the test, we teased apart the seeing‐knowing confound in the traditional change‐of‐location task. We also investigated relations between children's performance on true and false belief tests. Results indicated that children appeared to be deliberately choosing, not guessing, in the false belief tasks. Children performed just as well whether the protagonist gained information about the object visually or verbally, indicating that children were not using a simple rule based on seeing to predict the protagonist's behaviour. A true belief condition was significantly easier for children than a false belief condition as long as it was of low processing demands. Children's success rate on the different versions of the standard false belief task was influenced by factors such as processing demands of the stories and the child's verbal abilities.     

Symbolic Attributes and Organizational Attractiveness: The moderating effects of applicant personality

The present study examined the moderating influence of the Big Five personality factors in the relationship between five symbolic, trait‐based inferences about organizations (Sincerity, Excitement, Competence, Prestige, and Ruggedness) and organizational attractiveness. Drawing on the similarity‐attraction paradigm, six hypotheses were formulated, stating that the relationship between trait‐based inferences and organizational attractiveness would be stronger for persons who perceive the organization as similar to them. Results of moderated regression analyses on data from a sample of 245 prospective applicants for the Belgian military revealed two significant two‐way interactions, showing that Sincerity was positively related to organizational attractiveness only for individuals high on Conscientiousness, and that the relationship between Excitement and organizational attractiveness is more positive for individuals high on Openness to Experience. Practical implications, strengths and limitations, as well as directions for further research are presented.     

Reconciliation pattern after aggression among Japanese preschool children

Using an ethological observation method (the PC‐MC comparison method), this study investigated patterns of reconciliation after aggression among Japanese preschool children, focusing on factors that influenced its occurrence or acceptance, as well as on strategies and function. There were several factors among four‐year‐olds that facilitated reconciliatory attempts and acceptance, such as proximity after the aggression; among three‐year‐olds there were no such factors. Depending on the situation during and after aggression, children used ‘explicit’ (e.g., apologizing, compromising, and offering objects) and ‘implicit’ (e.g., being friendly, talking without apologizing, and touching the opponent gently) reconciliatory strategies. Reconciliation occurred more often among friends than among non‐friends, particularly among four‐year‐olds. However, after considering the baseline affiliation level, the conciliatory tendency among non‐friends was higher than that among friends in four‐year‐olds. Victims' self‐directed behavior (SDB) ‐ a behavioral index of stress ‐ was elevated following aggression, but decreased following reconciliation. This suggests that reconciliation functions to reduce the post‐conflict stress suffered by the targets of aggression. Aggress. Behav. 31:000–000, 2005. © 2005 Wiley‐Liss, Inc.     

CHALLENGE‐ORIENTED ORGANIZATIONAL CITIZENSHIP BEHAVIORS AND ORGANIZATIONAL EFFECTIVENESS: DO CHALLENGE‐ORIENTED BEHAVIORS REALLY HAVE AN IMPACT ON THE ORGANIZATION'S BOTTOM LINE?

Virtually all of the studies that have examined the relationship between organizational citizenship behaviors (OCBs) and unit or organizational effectiveness have focused on affiliation‐oriented as opposed to challenge‐oriented forms of OCB, and no study has examined the mechanisms through which OCBs influence unit or organizational effectiveness. Therefore, the purpose of this study is to examine the main and interactive effects that challenge‐oriented and affiliation‐oriented OCBs have on organizational effectiveness through their impact on workgroup task performance. Results from a sample of 150 limited‐menu restaurants showed that the relationship between challenge‐oriented OCBs and workgroup task performance has an inverted‐U shape and is moderated by affiliation‐oriented OCBs, and that workgroup task performance completely mediated the impact of challenge‐ and affiliation‐oriented OCBs (and their interaction) on organizational outcomes (i.e., sales dollars, profit as a percentage of sales, and employee turnover). Specifically, the findings showed that challenge‐oriented OCBs have a positive impact on workgroup task performance up to a point, and beyond that point only when certain enabling conditions (i.e., high levels of affiliation‐oriented OCBs) are present. Implications are discussed.     

Organizational Culture and Climate and Mental Health Provider Attitudes Toward Evidence-Based Practice

Mental health provider attitudes toward adopting evidence-based practice (EBP) are associated with organizational context and provider individual differences. Organizational culture and climate are contextual factors that can affect staff acceptance of innovation. This study examined the association of organizational culture and climate with attitudes toward adopting EBP. Participants were 301 public sector mental health service providers from 49 programs providing mental health services for youths and families. Correlation analyses and multilevel hierarchical regressions, controlling for effects of provider characteristics, showed that constructive culture was associated with more positive attitudes toward adoption of EBP and poor organizational climates with perceived divergence of usual practice and EBP. Behavioral health organizations may benefit from consideration of how culture and climate affect staff attitudes toward change in practice.     

Translating Evidence to Practice: Two Stories from the Field

Translating research evidence into daily practice is a challenging process at the organizational level. Conceptual models about this process point to the importance of resources for change and environmental influences as two key factors that need to be addressed in translation efforts. Two organizational case studies focused on improving care for adults with depression are described that illustrate lessons about translating evidence to practice that may be helpful to others.