Sowing wild oats: Valuable experience or a field full of weeds?

In this study, the association was explored between the number of sexual partners individuals had in their lifetimes and martial outcomes. The research objective was to test whether the number of sexual partners was associated with sexual quality, communication, relationship satisfaction, and relationship stability, while controlling for relationship length, education, race, income, age, and religiosity, using the two competing theories of sexual compatibility and sexual restraint. The results, with a sample of 2,654 married individuals, indicated that the number of sexual partners was associated with lower levels of sexual quality, communication, and relationship stability, providing support for the sexual restraint theory. Gender was not significantly associated with the patterns in the model but age cohorts did have different patterns.     

Should We Respond to Evil with Indifference?

In a recent article, Adam Elga outlines a strategy for Defeating Dr Evil with Self-Locating Belief. The strategy relies on an indifference principle that is not up to the task. In general, there are two things to dislike about indifference principles: adopting one normally means confusing risk for uncertainty, and they tend to lead to incoherent views in some 'paradoxical' situations. I argue that both kinds of objection can be levelled against Elga's indifference principle. There are also some difficulties with the concept of evidence that Elga uses, and these create further difficulties for the principle.     

THE DIVERSITY–VALIDITY DILEMMA: STRATEGIES FOR REDUCING RACIOETHNIC AND SEX SUBGROUP DIFFERENCES AND ADVERSE IMPACT IN SELECTION

Pyburn, Ployhart, and Kravitz (this issue, 2008) introduced the diversity–validity dilemma: that some of the most valid predictors of job performance are also associated with large racioethnic and sex subgroup predictor score differences. This article examines 16 selection strategies hypothesized to minimize racioethnic and sex subgroup differences and adverse impact and, hence, balance diversity and validity. Rather than presenting a highly technical review, our purpose is to provide practitioners with a concise summary, paying particular attention to comparing and contrasting the effectiveness of the strategies and reporting new developments. The paper is organized around 4 key questions: (a) Which strategies are most effective for reducing subgroup differences? (b) Which strategies do not involve a validity tradeoff? (c) What are the major new developments in strategies for reducing adverse impact? (d) What are the major new developments in alternative predictor measurement methods (e.g., interviews, situational judgment tests, assessment centers) for reducing adverse impact? We then conclude with recommendations and caveats for how to best balance diversity and validity. These ideas are developed further in Kravitz (this issue, 2008) , who considers even broader approaches for solving the diversity–validity dilemma.     

The Religious Dynamics of Decision Making on Gay Rights Issues in the U.S. House of Representatives, 1993–2002

In recent decades, homosexuality has emerged as a truly national political issue. As a result, the U.S. Congress is increasingly called upon to consider and set policy on an array of issues related to the status of gay men and lesbians. This article investigates legislator decision making pertaining to gay issues in the U.S. House of Representatives. Specifically, we examine the effect of several indicators on legislator support for progressive gay policies, including ideology, partisanship, and the characteristics of district religious affiliation. We use additive indices of legislator support for progressive gay policies, and use logit and ordered logit to derive estimates of influence. The findings indicate that even while legislator partisanship and ideology largely structure decision making, legislators are also highly responsive to the presence of conservative Protestants and (to a lesser extent) Roman Catholics in their constituency .     

MANAGERIAL DECISION MAKING ABOUT EMPLOYEE DISCIPLINE: A POLICY-CAPTURING APPROACH

This study examined how personnel managers ( n = 19) and line managers ( n = 28) make disciplinary decisions. Using a policy-capturing approach, subjects were asked to respond to disciplinary incidents that varied in terms of three factors likely to affect managerial attributions about the cause of the disciplinary problem (managerial provocation, personal problems, or tenure). The incidents also varied in terms of factors made relevant by the economic, institutional/legal, and hierarchical contexts. Of the six variables manipulated, the factor relating to the institutional/legal context had the largest impact on the decisions made by the personnel managers, and the factor relating to the hierarchical context had the largest impact on the decisions made by the line managers. While provocation was relatively important for both line and personnel managers, personal problems, tenure, and the economic implications of the decision had more modest impacts on managerial decisions. The results also suggest that there is substantial variation across managers in terms of the decision rules employed when responding to disciplinary cases.     

MANAGERIAL DECISION MAKING ABOUT EMPLOYEE GRIEVANCES: THE IMPACT OF THE GRIEVANT'S WORK HISTORY

This study uses field data to examine whether managerial decisions about employee grievances are influenced by the grievant's work history with the organization. Additionally, because aspects of the grievant's history may be contractually relevant when evaluating grievances over disciplinary issues, the study examines whether the impact of the grievant's work history varies with the nature of the grievance. The results suggest that managers, at later stages of the grievance process, are influenced by the grievant's work history-even when that history is not relevant to evaluating the merits of the grievance. In finding this, the results suggest that inconsistencies exist in terms of the treatment of employees within the grievance system.