Back in Style: A New Interpretation of Danto's Style Matrix

A number of objections to the style matrix that Arthur Danto introduced in “The Artworld” seem to have quelled most discussion of it. So telling have these arguments been that Danto himself later recanted the idea entirely. This situation is somewhat unfortunate. It may be that Danto's own interpretation of the style matrix is not tenable, but I believe we can articulate an alternative reading of it that escapes the aforementioned objections. While the interpretation I suggest cannot provide all that Danto initially imagined for his style matrix, it does maintain much that was theoretically beneficial in it.     

On being mindful,emotionally aware,and more resilient: Longitudinal pilot study of police recruits

Police officers are at particular risk of stress when compared to people in other occupational groups. A compounding factor is that police are prone to the use of avoidant coping strategies when attempting to deal with this stress. Evidence suggests that “anti‐avoidance” strategies, of acceptance, mindfulness and emotional awareness, are more effective ways of coping, and are linked to both mental health and personal effectiveness. This study followed 60 trainee police officers from the recruit phase into the workplace to determine if these processes predicted more positive mental health and wellbeing in police recruits after 1 year of service. Mindfulness predicted depression at follow‐up, while emotion identification skill predicted general mental health. These results suggest that police officers and police organisations may benefit from interventions aimed at developing and promoting mindfulness and emotion identification.     

Exploring the Emotional Side of Job Search Behavior for Younger Workforce Entrants

Using a sample of 332 younger (ages 18–23) workforce entrants broken into subsamples, Study 1 found empirical support for 2 distinct types of job search behavior, detached and interactive. These 2 dimensions seemed to represent different levels of emotional involvement in the job search process. Significant correlates for each dimension of job search behavior were found. Using a separate sample of 117 working college students, Study 2 found that extroverted individuals favored interactive job search behaviors, whereas introverted individuals favored detached job search behaviors. The implications of these results are discussed and future areas of research are identified.     

Remaining in a situationally aggressive relationship: The role of relationship self‐efficacy

Relationship self‐efficacy (RSE) is the belief that one can resolve relationship conflicts, and it may lead victims of situational violence to remain in their relationships because they expect to minimize subsequent violence. Indeed, a longitudinal study of two samples of college students demonstrated that RSE moderates the effects of victimization on relationship dissolution; intimate partner violence (IPV) victimization was positively associated with dissolution among intimates low in RSE but was unassociated with dissolution among intimates high in RSE. Interestingly, although RSE was negatively associated with dissolution among victims, it was associated with experiencing less subsequent IPV in one sample. Ultimately, whether victims' RSE is adaptive may depend on the extent to which any minimization of conflicts eliminates violence.     

THE ECONOMIC IMPACT OF JOB SELECTION METHODS ON SIZE, PRODUCTIVITY, AND PAYROLL COSTS OF THE FEDERAL WORK FORCE: AN EMPIRICALLY BASED DEMONSTRATION

In this study, job performance increases resulting from improved selection validity were measured empirically rather than estimated from the standard linear regression utility equations. Selection utility analyses based on these empirical measurements were carried out for most white-collar jobs in the federal government. Results indicate that selection of a one-year cohort based on valid measures of cognitive ability, rather than on non-test procedures (mostly evaluations of education and experience), produces increases in output worth up to $600 million for each year that the new employees remain employed by the government. Newly hired federal employees remain with the government an average of approximately 13 years, resulting in a total gain in output of almost $8 billion over this period. This gain represents a 9.7% increase in output among new hires. If total output is held constant rather than increased, new hiring can be reduced by up to 20,044 per year (a 9% decrease), resulting in payroll savings of $272 million for every year the new cohort of employees remains on the job. The percentage of new hires in the bottom decile of the non-test-selected job performance distribution