The relative impact of workplace bullying as a social stressor at work

Hauge, L. J., Skogstad, A. & Einarsen, S. (2010). The relative impact of workplace bullying as a social stressor at work. Scandinavian Journal of Psychology, 51, 426–433. Exposure to workplace bullying has been argued to be a severe social stressor and a more crippling and devastating problem for affected individuals than the effects of all other work‐related stressors put together. However, few studies have explicitly investigated this assumption. In a representative sample of the Norwegian working population, the present study investigated the relative contribution of workplace bullying as a predictor of individual and organizational related outcomes after controlling for the well‐documented job stressors of job demands, decision authority, role ambiguity and role conflict. Bullying was found to be a significant predictor of all the outcomes included, showing a substantial relative contribution in relation to anxiety and depression, while for job satisfaction, turnover intention and absenteeism, more modest relative contributions were identified. Workplace bullying is indeed a potent social stressor with consequences similar to, or even more severe than, the effects of other stressors frequently encountered within organizations. Thus, the finding that bullying has a considerable effect on exposed individuals also when controlling for the effects of other job stressors demonstrates bullying as a serious problem at workplaces that needs to be actively prevented and managed in its own right.     

Out of the laboratory and into the community. 26 years of applied behavior analysis at the Juniper Gardens Children's Project.

Application of Skinner's principles to socially significant human behavior had been well articulated by 1968 (Baer, Wolf, & Risley, 1968). Applications of these principles by Baer, Wolf, Risley, Hall, Hart, Christophersen, and their colleagues were in evidence as early as 1964 in the homes, schools, and clinics of inner-city Kansas City, Kansas, at the Juniper Gardens Housing Project. The work continues relatively uninterrupted, having contributed extensively to the literature of applied behavior analysis and the lives of community residents. This article describes the project and illustrates how applied behavioral research was initiated and extended, how the work addressed general concerns in psychology, and how it continues to address contemporary concerns within the community.     

Men's and Women's Perceptions of the Gender Typing of Management Subroles

The purpose of this study was to investigate the extent to which subroles inherent in managerial positions are gender-typed and whether men or women engage in relatively more gender typing of managerial roles. We obtained perceptions of 19 management subroles from 263 business students in the United States Results confirmed predictions that some subroles are viewed as more feminine in nature whereas other subroles are perceived as more masculine. Male respondents saw most subroles as more masculine in nature than did female respondents. Results are discussed in terms of implications for researchers studying management, as well as for managers in the workplace.     

360 degree feedback: accuracy, reactions, and perceptions of usefulness

This study examined how 360 degree feedback ratings and self-other rating discrepancies related to reactions to feedback, perceptions of feedback accuracy, perceived usefulness of the feedback, and recipients' receptivity to development. The results indicated that less favorable ratings were related to beliefs that feedback was less accurate and to negative reactions. Negative reactions and perceptions that feedback was less accurate were related to beliefs that the feedback was less useful. Those who found feedback less useful were perceived by a facilitator as less development-focused. Goal orientation did not moderate the relationship between ratings and perceptions of accuracy or reactions to feedback. Goal orientation was related to perceptions of usefulness of the process several weeks after receipt of feedback. The results question widely held assumptions about 360 degree feedback that negative and discrepant feedback motivates positive change.     

Culture in the context of intercultural negotiation.

This study explores culture's effect on behaviors and outcomes in intercultural negotiation and examines how those effects are moderated by role. Eighty U.S. and international students took part in a previously developed negotiation task (Pruitt, 1981) and completed Hui and Triandis's (1986) individualism‐collectivism (INDCOL) scale. Negotiation interactions were coded for information sharing, offers, and distributive tactics. Findings show that a negotiation dyad's collectivism is positively associated with higher joint profit. The effects of culture on both communication behaviors and joint outcomes, however, differ by role of the negotiator. In particular, seller collectivism has larger and more consistent effects on communication behavior and joint profit than buyer collectivism. Results support a ‘culture in context’ perspective of negotiation that takes into account negotiator qualities, contextual and structural features of the negotiation, and mediating processes in addition to cultural values.     

The Relationship between Creative Personality Composition,Innovative Team Climate,and Team Innovativeness: An Input — Process — Output Perspective

This study investigates the relationship between creative personality composition, innovative team climate, and team innovation based on an input‐process‐output model. We measured personality with the Creative Person Profile, team climate with the Team Climate Inventory, and team innovation through team‐member and supervisor reports of team innovativeness. The personality composition in each of 29 teams in a television production company was operationalized by mean scores for each creative personality variable, as well as the combination of different creative personality variables within a team. The team climate variable “vision” mediated the relationship between the mean level of associative orientation in teams and team innovation. The team climate variable “support of innovation” mediated the relationship between the joint variables of mean level of ambition x mean level of motivation and team innovation. The results indicated that when there are relationships between creative personality composition and team innovativeness, they are mediated by an innovative team climate.