A model for the effects of job insecurity on performance,turnover intention,and absenteeism

This study investigates the effects of job insecurity on four organizationally important outcomes: in‐role behaviour, organizational citizenship behaviour, turnover intention, and absenteeism. A model is tested in which job insecurity is simultaneously a hindrance and a challenge stressor. In particular, job insecurity is proposed to have a predominantly harmful effect on performance, turnover intention, and absenteeism, and it is argued that these effects are mediated by (reduced) work attitudes. In addition, job insecurity is also assumed to affect these behaviours in the opposite way (i.e. a suppressor effect) because job insecurity might motivate employees to make themselves more valuable to the organization by working harder and being less absent. The model is tested with a sample of 136 German non‐managerial employees. Data from supervisors (i.e. in‐role behaviour and organizational citizenship behaviour), the company's personnel files (i.e. absenteeism), and self‐reports (i.e. job insecurity, work attitudes, turnover intention, in‐role behaviour, and organizational citizenship behaviour) were used. Structural equation modelling showed that a model that included both negative and positive effects fitted the data best. The negative effect was stronger than the positive effect. The results show that the effects of job insecurity are more complex than previously assumed. In addition, the results also extend previous research into hindrance and challenge stressors because they show that stressors should not be categorized as either hindrance or challenge. Instead, it might be more appropriate to conceptualize hindrance and challenge as two dimensions.     

Intergroup Interaction and Self-Disclosure1

Two studies were designed to test hypotheses concerning self-disclosure during initial interactions with ingroup or outgroup strangers. Based on intergroup anxiety theory it was predicted that ingroup members would disclose less to outgroup strangers than to ingroup strangers. One study involved interaction with handicapped and nonhandicapped confederates and one involved interaction with Caucasian and Black confederates. It was found that on some dimensions there was less self-disclosure to outgroup than ingroup strangers during initial interactions. Additional data suggested that high levels of public self-awareness and perceived dissimilarity also reduced some aspects of self-disclosure.     

Visual acuity improvement following fading and feedback training—II. Relationship to changes in refractive error

The present study evaluated the effects of behavioral training on visual acuity and refractive error in myopic adults. Twenty volunteers were matched on the basis of refractive error and one member of each matched pair was randomly assigned to either Fading and Feedback training or a no-treatment control condition. Visual acuity was measured with both recognition and resolution measures. Refractive error was measured subjectively using the LaserSpec optometer, and objectively by two retinoscopic examinations performed by an ophthalmologist with and without cycloplegia. The results indicated significant increases in recognition visual acuity, but not resolution visual acuity for trained subjects compared to the no-treatment controls. Trained subjects did not show improvement in refractive error on any measure, and refractive error changes were not correlated with changes in either measure of visual acuity. These data suggest that the visual acuity improvements typically found with behavioral training are not associated with changes in refractive error.     

Trust in hybrid human-automated decision-support

Research has examined trust in humans and trust in automated decision support. Although reflecting a likely realization of decision support in high-risk tasks such as personnel selection, trust in hybrid human-automation teams has thus far received limited attention. In two experiments (N₁ = 170, N₂ = 154) we compare trust, trustworthiness, and trusting behavior for different types of decision-support (automated, human, hybrid) across two assessment contexts (personnel selection, bonus payments). We additionally examined a possible trust violation by presenting one group of participants a preselection that included predominantly male candidates, thus reflecting possible unfair bias. Whereas fully-automated decisions were trusted less, results suggest that trust in hybrid decision support was similar to trust in human-only support. Trust violations were not perceived differently based on the type of support. We discuss theoretical (e.g., trust in hybrid support) and practical implications (e.g., keeping humans in the loop to prevent negative reactions).     

A Swiss–US Comparison of the Correlates of Job Insecurity

Much is known about the general correlates of job insecurity but less about whether the strength of these correlations differs between countries. In order to fill this gap in the literature, the current study explored the correlates of job insecurity as a function of the cultural value of uncertainty avoidance. Specifically, using two samples from countries with very different uncertainty avoidance orientations (Switzerland and the US), we tested whether the relationships of job insecurity with job satisfaction, organisational commitment, and turnover intention are stronger in the Swiss sample. As expected, Swiss respondents scored higher in uncertainty avoidance than their US counterparts. Contrary to expectations, however, the results showed that the relationships between job insecurity and outcomes were stronger in the US than in Switzerland. Substantial differences in the social safety net within the two countries are discussed as a plausible explanation of this finding.     

How Much do Chinese Applicants Fake?

More and more organizations have applicants who come from different cultural backgrounds, and according to new research, these cultural backgrounds matter for applicants' self‐presentational behavior (i.e., faking). If applicants come from China, can organizations assume that they will present themselves modestly, as suggested by Chinese norms? Or should organizations assume that there will be much self‐presentational behavior due to the high unemployment rate, at least among Chinese graduates? To answer this question, we obtained data from 307 Chinese applicants on their self‐presentational behavior, using the randomized response technique to ensure anonymity. We compared these data with similar data sets from the United States, Switzerland, and China. Contrary to the proposed modesty hypothesis in Chinese samples, perhaps due to high unemployment, self‐presentation was as prevalent in Chinese samples as in American samples.     

What is in Applicants' Minds When They Fill Out a Personality Test? Insights from a qualitative study

Many practitioners fear that applicants will fake if they are asked to fill out a personality test. Although this fear has inspired much research, it remains unknown what applicants think when they fill out a questionnaire. Thus, we conducted a qualitative interview study that was guided by grounded theory principles. We interviewed (a) real applicants directly after filling out a personality test; (b) real applicants who had filled out a personality test in their past job hunt; (c) hypothetical job applicants whom we asked to imagine being an applicant and to fill out a personality test; and (d) hypothetical applicants who had much experience with personality tests. Theoretical saturation was achieved after interviewing 23 people. A content analysis showed that much is going on in applicants' minds – that which is typically subsumed under the expression ‘faking’ actually consists of many facets. In particular, participants assumed that the interpretation of their responses could be based on (a) the consistency of their responses; (b) the endorsement of middle versus extreme answers; and (c) a certain profile, and these assumptions resulted in corresponding self‐presentation strategies. However, these strategies were not used by all participants. Some answered honestly, for different reasons ranging from honesty as a personality trait to the (false) belief that test administrators can catch fakers. All in all, this study questions whether measuring mean changes in classical faking studies captures all important facets.     

A stitch in time saves nine: Behavioural decision-making explanations for time management problems

Time management problems such as choosing urgent instead of important tasks are prevalent but so far they lack a theoretical explanation. The authors argue that time management implies a choice about the use of time. Therefore rational choice theory as a normative theory of choice is relevant to time management, and so is behavioural decision-making research focusing on biases and heuristics that make people deviate from the prediction of rational choice theory. The authors show how these biases and heuristics lead to non-efficient time management. In particular, steep and hyperbolic time discounting is explained and its implications for time management as well as for time management training are presented. Several propositions about the importance of individual and situational variables are also put forward.     

Preconscious Foundations of Human Experience by Trigant Burrow

Abstract

Based upon observations indicating decreasing attractiveness of groups within and outside the clinical field, the present study aimed to determine attitudes toward, and expectations of, groups in a representative sample of 2512 German citizens. The survey also included questions specifically related to group psychotherapy and its acceptance. In addition, psychological characteristics of respondents (measures of narcissism, psychological impairment, and emotion regulation) and socio-demographic variables were assessed to examine their potential association with group-related attitudes. In total, the survey revealed a relatively positive picture of attitudes and expectations toward groups in general and psychotherapy groups in particular. Those with more open attitudes towards groups were comparatively less distressed, anxious, and depressed; they favored emotional reappraisal instead of suppression as the dominant strategy to regulate their emotions. Contrary to prediction, narcissism did not influence attitudes towards groups. The results are related to current discussions of the attractiveness of groups and to implications for the practice of group psychotherapy.