REMOTE CONTROL: PREDICTORS OF ELECTRONIC MONITORING INTENSITY AND SECRECY

Electronic monitoring research has focused predominantly on the reactions of monitored employees and less attention has been paid to the processes that trigger managers' decisions to electronically monitor subordinates. Employing a distributed virtual team simulation, this study examined the effects of dependence, future performance expectations, and propensity to trust on team leaders' decisions to electronically monitor their subordinates. Results indicate that team leaders electronically monitor subordinates more intensely when dependence on subordinates is high or future performance expectations are low. Moreover, team leaders are more likely to monitor in secret when dependence is high or propensity to trust is low. Although team leaders increased their level of electronic monitoring over time, this tendency was stronger when the leader had consistently low performance expectations.     

Preventing Contagion With Avian Influenza: Disease Salience,Attitudes Toward Foreigners,and Avoidance Beliefs1

Building on an evolutionary approach to out‐group avoidance, this study showed relations between perceived disease salience and beliefs in the efficacy of avoiding foreigners as protective measures in the context of a real‐life pandemic risk; i.e., avian influenza. People for whom avian influenza was salient and who held unfavorable attitudes toward foreigners were more likely to believe that avoiding contact with foreigners protects against infection. This finding suggests that individual differences in social attitudes moderate evolved mechanisms relating threat of disease to out‐group avoidance.