Measuring facial identity and emotion integration using the redundancy gain paradigm

Early theories on face perception posit that invariant (i.e., identity) and changeable (i.e., expression) facial aspects are processed separately. However, many researchers have countered the hypothesis of parallel processes with findings of interactions between identity and emotion perception. The majority of tasks measuring interactions between identity and emotion employ a selective attention design, in which participants are instructed to attend to one dimension (e.g., identity) while the other dimension varies orthogonally (e.g., emotion), but is task irrelevant. Recently, a divided attention design (i.e., the redundancy gain paradigm) in which both identity and emotion are task relevant was employed to assess the interaction between identity and emotion. A redundancy gain is calculated by a drop in reaction time in trials in which a target from both dimensions is present in the stimulus face (e.g., “sad Person A”), compared with trials with only a single target present (e.g., “sad” or “Person A”). Redundancy gains are hypothesized to point to an interactive activation of both dimensions, and as such, could complement designs adopting a selective attention task. The initial aim of the current study was to reproduce the earlier findings with this paradigm on identity and emotion perception (Yankouskaya, Booth, & Humphreys, Attention, Perception, & Psychophysics, 74(8), 1692–1711, 2012), but our study failed to replicate the results. In a series of subtasks, multiple aspects of the design were manipulated separately in our goal to shed light on the factors that influence the redundancy gain effect in faces. A redundancy gain was eventually obtained after controlling for contingencies and stimulus presentation time.     

Extending the spectrum idea: child personality,parenting and psychopathology

The spectrum hypothesis, postulating that differences between referred and non‐referred samples are confined to mean level differences, is elaborated by exploring whether the covariation between child problem behaviour and its predictors—child personality and parenting, rated by mothers—is similar in referred (N = 205) and non‐referred (N = 596) children and whether personality by parenting interactions can be generalized across samples. Results showed significant mean level differences for all the variables. Both personality and parenting explained problem behaviour, with some differences in strength of the effects across samples. Parenting by personality interactions mainly predicted externalizing behaviour, with benevolence and conscientiousness as the most prominent moderators. Results confirmed that moderators of problem behaviour operate similarly in the two samples, thus corroborating the spectrum hypothesis. Copyright © 2006 John Wiley & Sons, Ltd.     

Investigating Web‐Based Recruitment Sources: Employee testimonials vs word‐of‐mouse

Although the internet has dramatically changed recruitment practices, many web‐based recruitment sources have not yet been investigated. The present study examines the effects of web‐based employee testimonials and web‐based word‐of‐mouth (i.e., ‘word‐of‐mouse’) on organizational attraction. The source credibility framework is used to compare these company‐dependent and company‐independent recruitment sources. In a sample of potential applicants for a head nurse position, word‐of‐mouse was associated with higher organizational attractiveness than web‐based employee testimonials. However, potential applicants were more attracted when testimonials provided information about individual employees than about the organization. Conversely, word‐of‐mouse was associated with higher organizational attractiveness and more organizational pursuit behavior when it focused on the organization instead of on employees. Most of these effects were mediated by credibility perceptions.     

The Relationship Between Uncertainty and Desire for Feedback: A Test of Competing Hypotheses1

The relationship between uncertainty and desire for feedback was investigated in 2 studies. Results of Study 1 showed support for a curvilinear relationship. People were interested in feedback at high and low levels of uncertainty, as opposed to moderate levels of uncertainty, indicating the activation of both uncertainty reduction and self‐verification motives. In Study 2, the curvilinear relationship with uncertainty was replicated for indirect feedback‐seeking behavior. In contrast, we found a negative relationship between direct feedback seeking and uncertainty, moderated by certainty orientation. People seemed more motivated by self‐verification vs. uncertainty reduction strivings, depending on their certainty orientation. These findings suggest that the relationship between uncertainty and desire for feedback is less simple than previously thought.     

The psychology of film: perceiving beyond the cut

First-order editing violations in film refer either to small displacements of the camera position or to small changes of the image size. Second-order editing violations follow from a reversal of the camera position (reversed-angle shot), leading to a change of the left–right position of the main actors (or objects) and a complete change of the background. With third-order editing violations, the linear sequence of actions in the narrative story is not obeyed. The present experiment focuses on the eye movements following a new shot with or without a reversed-angle camera position. The findings minimize the importance of editing rules which require perceptually smooth transitions between shots; there is also no evidence that changes in the left–right orientation of objects in the scene disturb the visual processing of successive shots. The observed eye movements are due either to the redirecting of attention to the most informative part on the scene or to attention shifts by motion transients in the shot. There is almost no evidence for confusion and/or for activities to restore the spatial arrangement following the reversal of the left–right positions.     

Developing the incentivized action view of institutional reality

Contemporary discussion concerning institutions focus on, and mostly accept, the Searlean view that institutional objects, i.e. money, borders and the like, exist in virtue of the fact that we collectively represent them as existing. A dissenting note has been sounded by Smit et al. (Econ Philos 27:1–22, 2011), who proposed the incentivized action view of institutional objects. On the incentivized action view, understanding a specific institution is a matter of understanding the specific actions that are associated with the institution and how we are incentivized to perform these actions. In this paper we develop the incentivized action view by extending it to institutions like property, promises and complex financial organisations like companies. We also highlight exactly how the incentivized action view differs from the Searlean view, discuss the method appropriate to such study and discuss some of the virtues of the incentivized action view.     

Cost-effectiveness of online positive psychology: Randomized controlled trial

As yet, no evidence is available about the cost-effectiveness of positive psychological interventions. When offered via the Internet, these interventions may be particularly cost-effective, because they are highly scalable and do not rely on scant resources such as therapists’ time. Alongside a randomized controlled trial of an online positive psychological intervention, a health-economic evaluation was conducted. Mild to moderately depressed adults seeking self-help and recruited in the general population were randomly assigned to the intervention group (n?=?143) and a waitlisted usual care group (n?=?141). Improved clinical outcomes were achieved in the intervention group (at least for depression) at higher costs. When outliers (the top 2.5%, n?=?5 in intervention group, n?=?2 in control group) were removed, cost-effectiveness was increased considerably. For positive psychology, economic evaluations may be a means to nudge policy decision-makers towards placing positive psychological interventions on the health agenda.     

Effects of Organizationally Endorsed Coaching on Performance and Validity of Situational Judgment Tests

There is growing interest in organizationally provided or organizationally endorsed coaching. However, little is known about the effects of such coaching on test scores in operational settings. This study reports on an examination of such a program in the context of the use of a situational judgment test (SJT) for medical school admissions. We examine the effects of multiple types of coaching methods on SJT scores and on their construct‐related and predictive validities. Results suggest that (1) commercial coaching techniques may not be as effective as previously thought, whereas organizationally provided methods may be more effective, and that (2) the criterion‐related validity of the SJT scores is not degraded by the availability of coaching. Generally, this study illustrates that concerns about potential unfairness of coaching can be countered by making effective coaching available to all examinees, in the form of organizationally endorsed coaching.     

From state neuroticism to momentary task performance: A person × situation approach

The goal of this article was to investigate the mechanisms through which personality relates to task performance. We argue that perceptions of work pressure and task complexity trigger momentary levels of neuroticism (i.e., state neuroticism) and that these momentary levels of neuroticism predict momentary task performance. Moreover, we hypothesized that the relationship between momentary job demands and state neuroticism is moderated by trait neuroticism. To test this model, we conducted an event reconstruction study and a day reconstruction study. The results revealed that trait neuroticism indeed moderated the momentary job demands–state neuroticism relationship, and in three out of four cases state neuroticism was found to mediate the relationship between momentary job demands and momentary task performance. From a practical point-of-view our results suggest that employees’ task performance can be improved by enhancing the way in which individuals perceive job demands. This strategy would be particularly helpful for individuals for whom the momentary job demands–state neuroticism relationship is the strongest (i.e., employees high in trait neuroticism).