Reactions to acceptance and rejection: Effects of level and sequence of relational evaluation

Two experiments examined the effects of various levels and sequences of acceptance and rejection on emotion, ratings of self and others, and behavior. In Experiment 1, participants who differed in agreeableness received one of five levels of acceptance or rejection feedback, believing that they either would or would not interact with the person who accepted or rejected them. In Experiment 2, participants who differed in rejection sensitivity received one of four patterns of feedback over time, reflecting constant acceptance, increasing acceptance, increasing rejection, or constant rejection. In both studies, rejection elicited greater anger, sadness, and hurt feelings than acceptance, as well as an increased tendency to aggress toward the rejector. In general, more extreme rejection did not lead to stronger reactions than mild rejection, but increasing rejection evoked more negative reactions than constant rejection. Agreeableness and rejection-sensitivity scores predicted participants’ responses but did not moderate the effects of interpersonal acceptance and rejection.     

The slide projector as a computer-operated visual display

Advantages and method are presented for using the slide projector in a computer-operated visual display system.     

Hierarchically distributed processing for psychology

The advantages of loosely coupled hierarchical computer networks for psychological research are discussed. Hardware methods for interconnecting computers are considered, and software communication protocols are detailed. A hierarchy of interconnected computers is formed: (1) large campus computer for statistical analyses, (2) medium scale computer for data concentration and program development, and (3) laboratory computers for data collection. This hierarchy provides efficient computing at all levels and insures maximum computing power at minimum cost.     

The existence and nature of racial bias in supervisory ratings

The purpose of this article is to facilitate a reconsideration of what the authors consider to be a mistaken belief among personnel psychologists--the belief that supervisory ratings of job performance are not biased on the basis of race. In this article, the authors reviewed the current literature, reexamined the data, and concluded that the research on which this mistaken belief is based clearly demonstrates that racial bias may indeed exist and is significant, both in statistical and practical terms.     

Psychotherapy with compulsively striving professional women 2: Clinical issues

In a previous paper I described the common characteristics of seventeen women between the ages of 22 and 42 with whom I had worked over the past few years in private psychotherapy practice, and who, I suggest, constitute a specific patient group, which I call ‘compulsively striving professional women’. I went on to explore the developmental, theoretical, cultural and systemic context of this group. In this paper I consider the challenging clinical issues raised in working with them.     

Time Theft in Organizations: The development of the Time Banditry Questionnaire

Time banditry has recently been introduced as a conceptually distinct construct in the counterproductive work behavior literature. An employee is engaged in time banditry if s/he pursues unsanctioned and/or unethical nonwork activities during work time. An analysis of the time banditry construct would be facilitated by the rigorous development of a measure of this construct. The purpose of this research was to develop and refine a multidimensional measure of time banditry. Items were generated through an extensive literature review and numerous workplace discussions with a diverse sample of employees. Through this process, we developed a 45‐item time banditry scale (Time Banditry Questionnaire; TBQ) and utilized it with a diverse sample. Exploratory and confirmatory factor analyses indicated that the construct of time banditry is multidimensional, exhibiting three distinct factors (classic, technology, and social). The TBQ demonstrated an internal consistency reliability of .90. Implications for the use of the TBQ in future research and application in organizations are discussed. The most salient suggestion in this study is that time banditry is more closely related to situational variables and personality variables than it is related to demographic variables.     

In search of those boundary conditions that might influence the effectiveness of supportive supervision

Supportive supervision is doubtlessly beneficial in many instances in organizations. Paustian‐Underdahl, Shanock, Rogelberg, Scott, Justice, and Altman ( 2013 ) have examined the predictors of supportive supervision. We might suggest that they have underidentified those factors that impact the potential influence of supportive supervision and suggest a more comprehensive approach to this important variable.