From Performance to Decision Processes in 33 Years: A History ofOrganizational Behavior and Human Decision Processesunder James C. Naylor

For the past 33 years,Organizational Behavior and Human Decision Processeshas thrived under a single editor. That editor, James C. Naylor, is retiring from his long stewardship. This article chronicles the course of the journal under Jim's direction and marks some of the accomplishments and changes over the past three decades that go to his credit.     

Effects of personality and gender on self–other agreement in ratings of leadership

We explore the role of leader personality (i.e., the Big 5 traits: Conscientiousness, Agreeableness, Openness, Extraversion, and Neuroticism) and gender in self–other (dis)agreement (SOA) in ratings of leadership. We contend that certain aspects of the leader's persona may be more or less related to self‐ or other‐ratings of the leader's behaviour if those aspects are (1) more or less observable by others, (2) more or less related to internal thoughts versus external behaviours, (3) more or less prone to self‐enhancement or self‐denigrating biases, or (4) more or less socially desirable. We utilize statistical methodologies that capture fully the effects of multiple independent variables on the congruence between two dependent variables (Edwards, 1995 , Organizational Behavior and Human Decision Processes, 64, 307), which previously have not been applied to this area of research. Our results support hypotheses predicting less SOA as leader Conscientiousness increases and greater SOA as Agreeableness and Neuroticism increase. Additionally, we found gender to be an important factor in SOA; female leaders exhibited greater SOA than did their male counterparts. We discuss the implications of these findings, limitations, and future research directions.

Practitioner points

• Popular practices such as 360‐degree feedback may reveal discrepancies between a person's self‐ratings and other's ratings.
• Although often attributed to a lack of self‐awareness, these discrepancies also may be explained by factors such as the personality and gender of the focal individual.

     

Sleep hygiene behaviours: An application of the theory of planned behaviour and the investigation of perceived autonomy support,past behaviour and response inhibition

This study investigated the sleep hygiene behaviour of university students within the framework of the Theory of Planned Behaviour (TPB [Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50, 179–211.]), and examined the predictive validity of additional variables including perceived autonomy support, past behaviour and response inhibition. A total of 257 undergraduate students from an Australian university were administered two online questionnaires at two time points. At time 1, participants completed the TPB questionnaire and the Go/NoGo task as a measure of response inhibition. A week later at time 2, participants completed a questionnaire measuring the performance of sleep hygiene behaviours. Multiple and hierarchical regression analyses showed that the TPB model significantly predicted intention and behaviour. Although intention and perceived behavioural control were statistically significant in predicting behaviour, past behaviour and response inhibition accounted for more variance when added to the TPB model. Subjective norm was found to be the strongest predictor of intention implying the importance of normative influences in sleep hygiene behaviours. Response inhibition was the strongest predictor of behaviour, reinforcing the argument that the performance of health protective behaviours requires self-regulatory ability. Therefore, interventions should be targeted at enhancing self-regulatory capacity.     

Reconsidering the Relation between Regret and Responsibility

Recently Connolly, Ordóñez, and Coughlan challenged the view that regret is partly determined by perceived responsibility for the regretted outcome [Connolly, T. Ordóñez, L. D., & Coughlan, R. (1997). Regret and responsibility in the evaluation of decision outcomes.Organizational Behavior and Human Decision Processes, 70, 73–85]. In a series of experiments they manipulated whether actors arrived at an outcome through their own decision or through a “computer assignment” over which they had no influence. This decision agency manipulation did not affect their “regret measure.” We show in two experiments that this null-effect is due to the fact that regret was measured by means of a general happiness assessment. In the present research we replicated the basic design of their experiments and also found no effects of decision agency on the happiness assessment. However, the results showed the predicted effects of decision agency when regret was directly measured. Moreover, a measure of disappointment seemed to indicate the opposite effect: People are more disappointed when a negative outcome is caused by a computer assignment than when caused by their own choice. The role of regret and disappointment in decision making is discussed.     

Heroic or competent? A second look

Knight (1984, Organizational Behavior and Human Performance, 33, 307–322) has hypothesized that B. M. Staw and J. Ross's (1980, Journal of Applied Psychology, 65(3), 249–260) findings result from observers' perceptions of competent leadership rather than from observers' perceptions of heroic leadership. Although Knight's data support his position, Knight used experimental subjects and materials different from those of Staw and Ross. This study replicated Knight's experiment using subjects and materials like those of Staw and Ross. The results show clear support for competent theory and mixed support for heroic theory. They suggest that business experienced and business inexperienced subjects disagree upon the value of leaders who are heroic, optimizers, or satisficers, but agree that plodders are less desirable than any of the other three.     

Combining the judgments of experts: How many and which ones?

R. M. Hogarth (1978, Organizational Behavior and Human Performance, 21, 40–46) presents an analytical model which, under certain conditions, may be useful for estimating both the number of experts to include in a staticized group and which experts. This paper reports a study of an important real-world judgment task used to evaluate (1) the extent to which the specified conditions hold and (2) the effect of violations of the conditions on the ability of the model to approximate the actual empirical validities that result from forming such groups. The results indicate that, although the specified conditions hold only moderately well, the model suggested by Hogarth provides a remarkably good approximation to the actual empirical validities of the staticized groups.     

Does physical pain impair abstract thinking?

The ability to think abstractly constitutes a fundamental dimension of human cognition. Although abstraction has been extensively studied, its emotional and affective antecedents have been largely overlooked. One experiment was conducted to examine whether physical pain affects abstraction. Drawing on Construal Level Theory [Trope, Y., &; Liberman, N. (2010). Construal-level theory of psychological distance. Psychological Review, 117, 440–463] and Loewenstein’s [(1996). Out of control: Visceral influences on behavior. Organizational Behavior and Human Decision Processes, 65, 272–292] visceral factors theory, we hypothesised that pain impairs abstraction because pain constricts people’s mental horizons and lead to a concrete, inward-focus toward oneself in the here and now. Physical pain was manipulated between subjects (N?=?150). The participants either kept their left hand immersed in cold (painful) water or neutral (painless) water while we measured abstract versus concrete behaviour identification, categorisation, and perceptual processing. Bayesian statistical analyses indicate substantial evidence against the hypothesis that pain impairs abstraction. In contrast to many other previously studied cognitive outcomes (e.g. attention), abstraction appears to be largely immune to acute, experimentally induced pain.     

Contemporary justice research: A new look at familiar questions

Research on organizational justice has flourished in the last 30 years. During that time, researchers have generally sought to answer three questions: (1) Why do people care about justice? (2) What affects justice judgments? and (3) What outcomes are associated with justice judgments? The papers in this special issue of Organizational Behavior and Human Decision Processes on organizational justice reflect how these three questions are explored in contemporary justice research. This introduction to the special issue considers how the papers represent trends and developments in current justice research. Several themes are identified: the role of justice in a broader model of group engagement, the empirical examination of justice as a moral virtue, the effect of social context on justice judgments, and the darker reactions to injustice. Thus, the special issue provides insight not only to familiar justice questions but also to the evolution of the field and its future direction.     

Regret and Responsibility Resolved? Evaluating Ordóñez and Connolly's (2000) Conclusions

T. Connolly, L. D. Ordo;aan;atez, and R. Coughlan (1997, Organizational Behavior and Human Decision Processes, 70, 73-85) argued, on the basis of 5 experiments, that regret need not be related to a sense of responsibility for the regretted outcome. We (M. Zeelenberg, W. W. van Dijk, & A. S. R. Manstead, 1998, Organizational Behavior and Human Decision Processes, 74, 254-272) showed in 2 experiments that this conclusion was premature, because it was based on an indirect measure of regret (i.e., overall happiness with the decision outcome). When regret was directly measured, the predicted effects of responsibility were found. L. D. Ordo;aan;atez and T. Connolly (2000, Organizational Behavior and Human Decision Processes, 81, 132-142) replicated our findings in 2 experiments. Based on their findings they arrived at 4 conclusions. In this rejoinder we first discuss Ordó?ez and Connolly's new studies and we then discuss the validity of their 4 conclusions. Copyright 2000 Academic Press.     

Intention versus identification as determinants of adolescents’ health behaviours: evidence and correlates

The present study used a within-participants design to (a) assess the predictive validity of prototype identification versus intention for adolescents’ health behaviours and (b) examine whether control of health behaviour by intention relative to identification is associated with key individual difference variables. Participants were school children (N = 136) who completed measures of intention, perceived behavioural control and prototype identification for 14 health-related behaviours at Time 1, and reported their behaviour 2 weeks later (Time 2). A hierarchical regression showed that prototype identification and intention exhibited similar predictive validity in the prediction of adolescents’ health behaviour. Importantly, identification contributed an additional 6% to the variance in behaviour, after controlling for intention and perceived behavioural control from the theory of planned behaviour [TPB: Ajzen, I. (1991 Ajzen, I. 1991. The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50: 179–211. [Crossref], [Web of Science ®] , [Google Scholar]). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50, 179–211.]. Additional analyses showed that greater social comparison tendencies, lower agreeableness, greater intellect and less emotional stability were all related to greater control of behaviour by prototype identification. The theoretical and practical implications of these findings are discussed.     

Safety locus of control and employees' accidents

This study further established the criterion-related validity of the Safety Locus of Control Scale. The safety scale was designed to predict employment applicants' propensity for on-the-job accidents. In this study, 283 hospital employees with moreexternal safety locus of control orientations reported significantly more occupational accidents, as well as more severe and costly injuries, than workers with moreinternal safety attitudes (p<.05 in all cases). Implications of these results are discussed.Research study presented at the 1988 Annual Conference of the Association of Human Resources Management and Organizational Behavior, Long Beach, California, October 26–29.     

The theory of planned behaviour: Reactions and reflections

The seven articles in this issue, and the accompanying meta-analysis in Health Psychology Review [McEachan, R.R.C., Conner, M., Taylor, N., & Lawton, R.J. (2011). Prospective prediction of health-related behaviors with the theory of planned behavior: A meta-analysis. Health Psychology Review, 5, 97–144], illustrate the wide application of the theory of planned behaviour [Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50, 179–211] in the health domain. In this editorial, Ajzen reflects on some of the issues raised by the different authors. Among the topics addressed are the nature of intentions and the limits of predictive validity; rationality, affect and emotions; past behaviour and habit; the prototype/willingness model; and the role of such background factors as the big five personality traits and social comparison tendency.     

The role of justice in team member satisfaction with the leader and attachment to the team

This study examined the effects of team decision accuracy, team member decision influence, leader consideration behaviors, and justice perceptions on staff members' satisfaction with the leader and attachment to the team in hierarchical decision-making teams. The authors proposed that staff members' justice perceptions would mediate the relationship between (a) team decision accuracy, (b) the amount of influence a staff member has in the team leader's decision, and (c) the leader's consideration behaviors and staff attachment to the team and satisfaction with the leader. The results of an experiment involving 128 participants in a total of 64 teams, who made recommendations to a confederate acting as the team leader, generally support the proposed model.     

Knowledge Transfer in Organizations: Learning from the Experience of Others

In the introduction to this special issue of Organizational Behavior and Human Decision Processes on the psychological foundations of knowledge transfer in organizations, we argue that knowledge transfer is becoming increasingly important in organizations. Organizations that are able to transfer knowledge effectively from one unit to another are more productive and more likely to survive than those that are less adept at knowledge transfer. Although organizations are able to realize remarkable increases in performance through knowledge transfer, successful knowledge transfer is difficult to achieve. The articles in this special issue identify factors affecting knowledge transfer in organizations. These articles provide empirical evidence about effective mechanisms for transferring knowledge as well as about barriers to and facilitators of knowledge transfer. By focusing on the psychological processes that underlie knowledge transfer within a unit and between units within a firm, this special issue complements work in cognitive psychology on knowledge transfer at the individual level of analysis as well as work in strategy and organizational theory on knowledge transfer at the firm or industry levels of analysis. This special issue opens up the “black box” of knowledge transfer in organizations by providing new theory and empirical evidence on the psychological processes that are the foundations for knowledge transfer in organizations.     

Rearing in response to a visual conditioned stimulus: An index of associative strength or of associability?

Two procedures for observing rearing behavior during a localized visual CS paired with an appetitive US were compared within subjects during classical conditioning and extinction procedures. When rearing was observed using the method and response definition described by P. C. Holland (1977, Journal of Experimental Psychology: Animal Behavior Processes, 3, 77–104), responding was acquired and maintained during conditioning trials in rats receiving paired presentations of the CS and US, but not in rats receiving the stimuli according to a “truly random” procedure. When rearing of the same rats was observed using the method and response definition described by H. Kaye and J. M. Pearce (1984, Journal of Experimental Psychology: Animal Behavior Processes, 10, 90–109), responding declined across conditioning trials in both groups. Furthermore, in extinction, rearing during the CS declined according to Holland's scoring method but was temporarily restored according to Kaye and Pearce's scoring. Observations of a second behavior, magazine responding, revealed essentially the same pattern of responding for both methods of scoring. These results support the position that the response criteria used by Holland and by Kaye and Pearce assess different components of behavior that occur in response to a visual CS, reflecting associative strength (i.e., a CR) and associability of the CS (i.e., an OR), respectively.     

Book Reviews Section

Book reviewed in this article: Hofstede , Geert . Culture's Consequences: International Differences in Work-Related Values. Lawler , Edward E., III. Pay and Organization Development. Evans , Paul and Bartolomé , Fernando . Must Success Cost So Much? The Human Toll of Corporate Life. Radford , K. J. Modern Managerial Decision Making. Johnstad , Trygve . Group Dynamics and Society: A Multinational Approach. Sgro , Joseph A. (Editor) Virginia Tech Symposium on Applied Behavioral Science (Volume 1). Cummings , L. L. and Staw , Barry M. (Editors) Research in Organizational Behavior: An Annual Series of Analytical Essays and Critical Reviews. Volume 3 (1981). Gruenfeld , Elaine F. Performance Appraisal: Promise and Peril. Swezey , Robert W. Individual Performance Assessment: An Approach to Criterion-Referenced Test Development. Blake , Robert R. and Mouton , Jane Srygley . Productivity–The Human Side: A Social Dynamics Approach. Rosow , Jerome M. (Editor) Productivity; Prospects for Growth. Goble , Frank G. Productivity: Getting Employees to Care. Cascio , Wayne F. and Awad , Elias M. Human Resources Management: An Information Systems Approach. Duncan , W. Jack . Organizational Behavior. (Second Edition) Du Brin , Andrew J. Human Relations: A Job Oriented Approach. (Second Edition) Beatty , Richard W. and Schneier , Craig Eric . Personnel Administration: An Experiential'Skill-Building Approach. (Second Edition) Herbert , Theodore T. and Lorenzi , Peter . Experiential Organizational Behavior. Dessler , Gary . Personnel Management: Modern Concepts and Techniques. (Second Ed.) Nieva , Veronica F. and Gutek , Barbara A. Women and Work: A Psychological Perspective. Adams , John D. (Editor). Understanding and Managing Stress: A Book of Readings. Fenn , Margaret . In the Spotlight: Women Executives in a Changing Environment. Bedeian , Arthur G. Organizations: Theory and Analysis.     

BOOK REVIEWS

Book Reviewed in this article: Argyris , Chris . Reasoning, Learning, and Action: Individual and Organizational. Dunnette , Marvin D. and Fleishman , Edwin A. (Editors) Human Performance and Productivity. Volume 1: Human Capability Assessment. Howell , William C. and Fleishman , Edwin A. (Editors) Human Performance and Productivity. Volume 2: Information Processing and Decision Making. Alluisi , Earl A. and Fleishman , Edwin A. (Editors) Human Performance and Productivity. Volume 3: Stress and Performance Effectiveness. Dunnette , Marvin D. and Fleishman , Edwin A. (Editors) Human Performance and Productivity. Volume 1: Human Capability Assessment. Howell , William C. and Fleishman , Edwin A. (Editors) Human Performance and Productivity. Volume 2: Information Processing and Decision Making. Alluisi , Earl A. and Fleishman , Edwin A. (Editors) Human Performance and Productivity. Volume 3: Stress and Performance Effectiveness. Zander , Alvin . Making Groups Effective. Sherman , Susan W. and Robinson , Nancy M. (Editors) Ability Testing of Handicapped People: Dilemma for Government, Science and the Public. O'Brien , Richard M., Dickenson , Alyce M. and Rosow , Michael P. (Editors) Industrial Behavior Modification: A Management Handbook. Mc Cormick , Ernest J. and Sanders , Mark S. Human Factors in Engineering and Design. Macdonald , Charles R. Performance Based Supervisory Development: Adapted from a Major AT&T Study. Cascio , Wayne F. Applied Psychology in Personnel Management. Farrow , Dana . Using Applied Psychology in Personnel Management. Maier , Norman R. F. and Verser , Gertrude Casselman . Psychology in Industrial Organizations Wille , Edgar and Hammond , Valerie . The Computer in Personnel Work Chadwick -Jones , J. K., Nicholson , Nigel and Brown , Colin . Social Psychology of Absenteeism. Miner , John B. Theories of Organizational Structure and Process. London , Manuel and Stumpf , Stephen A. Managing Careers. London , Manuel and Stumpf , Stephen A. Managing Careers. Lansbury , Russell D. (Editor) Performance Appraisal. Gruneberg , Michael M. and Oborne , David J. Industrial Productivity: A Psychological Perspective. Mobley , William H. Employee Turnover: Causes, Consequences and Control. Burley -Allen , Madelyn . Listening: The Forgotten Skill. Bacharach , Samuel B. and Lawler , Edward J. Bargaining: Power, Tactics, and Outcomes. Oborne , David J. Ergonomics at Work. Colantuono , Susan L. Build Your Career: A Workbook for Advancing in an Organization. Baden , Clifford and Friedman , Dana E. (Editors) New Management Initiatives for Working Parents: Reports from an April 1981 Conference. Schermerhorn , John , R., Jr ., Hunt , James G. and Osborn , Richard N. Managing Organizational Behavior. Matteson , Michael T. and Ivancevich , John M. Managing Job Stress and Health. Staw , Barry M. and Cummings , L. L. (Editors) Research in Organizational Behavior: An Annual Series of Analytical Essays and Critical Reviews. Volume 4 (1982). Thomson , Andrew and Warner , Malcolm . (Editors) The Behavioural Sciences and Industrial Relations: Some Problems of Integration. Reason , Peter and Rowan , John . (Editors) Human Inquiry: A Source-book of New Paradigm Research. Mitchell , Terence R. People in Organizations: An Introduction to Organizational Behavior. Asplund , Gisele and Asplund , Göran . An Integrated Development Strategy. Robbins , Stephen P. Personnel: The Management of Human Resources. Tosi , Henry L. and Hamner , W. Clay . (Eds.) Organizational Behavior and Management: A Contingency Approach. Patton , Thomas H., Jr . A Manager's Guide to Performance Appraisal. Livingston , Samuel A. and Zieky , Michael J. Passing Scores; A Manual for Setting Standards of Performance on Educational and Occupational Tests. Reber , Ralph W. and Van Gilder , Gloria . Behavioral Insights for Supervision. Humphrey , Peter . How To Be Your Own Personnel Manager. Bronner , Rolf . Decision Making under Time Pressure. Smith , Robert C. Equal Employment Opportunity: A Comparative Microanalysis of Boston and Houston. Lehrer , Robert N. Participative Productivity and Quality of Work Life. Woodcock , Mike and Francis , Dave . Organization Development through Teambuilding: Planning a Cost Effective Strategy. Moffatt , Thomas L. Land That Job George , Claude S. Supervision in Action: The Art of Managing Others. Cross , Michael . U.S. Corporate Personnel Reduction Policies: An Edited Collection of Manpower Layoff, Reduction and Termination Policies.     

Generality of a Theory of Collective Induction: Face-to-Face and Computer-Mediated Interaction,Amount of Potential Information,and Group versus Member Choice of Evidence

In order to assess the generality of a theory of collective induction that has previously been supported for face-to-face interaction (Laughlin and Hollingshead, Organizational Behavior and Human Decision Processes, 1995), three experiments compared face-to-face and computer-mediated interaction for four-person groups for three successive rule induction problems. The predictions of the theory fit the obtained probabilities of group hypotheses for distributions of member hypotheses better than four other plausible models for both face-to-face and computer-mediated groups, over four levels of potential information, and for group versus member choice of evidence. There were comparable numbers of correct hypotheses for face-to-face and computer-mediated interaction, increasing correct hypotheses with increasing potential information, and comparable numbers of correct hypotheses for group versus member choice of evidence. The three experiments indicate the generality of the theory for both traditional face-to-face interaction and computer-mediated interaction, four levels of potential information, and group versus member choice of information. The comparisons of face-to-face and computer-mediated interaction extend the emphasis on social communication processes on decision and idea generation tasks of previous research to social combination processes in the acquisition and processing of new information in cooperative rule learning.     

Regret and Responsibility: A Reply to Zeelenberg et al. (1998)

M. Zeelenberg, W. W. van Dijk, and A. S. R. Manstead (1998, Organizational Behavior and Human Decision Processes, 74, 254-272) recently reported an altered replication of our earlier study (T. Connolly, L. D. Ordó?ez, & R. Coughlan, 1997, Organizational Behavior and Human Decision Processes, 70, 73-85) concerning the effects of decision agency on regret and outcome evaluation. Our earlier study had found no such effect, but Zeelenberg et al. did. In two new experiments, we have largely confirmed Zeelenberg et al.'s result but have shown that, contrary to most theory, regret (a) can appear even in the absence of decision agency, (b) can be unrelated to outcome evaluations, and (c) may be more influenced by the experience of gains or losses from the status quo than by any decisional responsibility for those changes. Copyright 2000 Academic Press.     

The development of leader–member exchanges: Exploring how personality and performance influence leader and member relationships over time

Scholars have long recognized the importance of leader–member relationships for a host of important outcomes, including satisfaction, performance, and citizenship behaviors. Yet, relatively little research has explored how these relationships develop over time. Using a longitudinal design and growth-curve modeling, we examine the development of leader–member relationships from the initial interaction through the early relationships stages (the first 8 weeks). Results based on 330 student dyads support predictions that leaders form differentiated exchanges with members. We find that team member extraversion and leader agreeableness influence the ratings of relationship quality at the initial interaction whereas leader and member performance influence the development of the relationship over time.