Relationships between Personality and Organization Switching: Implications for utility estimates

This study examined individuals' tendencies to migrate from one organization to another (i.e., the propensity to switch employers). Previous researchers have suggested that switching organizations throughout the career span may be partially heritable and therefore related to individual differences in personality traits. If personality traits are indeed related to a tendency to turnover from organizations, this suggests that current procedures for calculating utility may be inaccurate. Using a database of 1081 individuals who have been in the workforce for several years, results indicated that personality traits measured by the Occupational Personality Questionnaire (non‐ipsative; OPQn) were modestly related to organization switching (i.e., repeated moves from organization to organization). We found that higher scores on extraversion, openness to experience, and conscientiousness‐related traits were modestly correlated with more frequent organization switching. However, we demonstrate that these modest relationships can produce large inaccuracies in utility estimates.     

‘He's got his father's bias’: Parental influence on weight bias in young children

Our aim was to explore the role of parents in the transmission of stereotypical body size attitudes and awareness of weight loss strategies to preschool children. Participants were 279 3‐year‐old children and their parents, who provided data at baseline and 1 year later. Parents completed self‐report body size attitude and dieting measures. Child weight bias and awareness of weight loss strategies were assessed through interview. Over time, negative associations with large bodies and awareness of weight loss strategies increased. Fathers’ attitudes prospectively predicted boys’ weight bias and awareness of weight loss strategies. Among girls, parental attitudes were less predictive. Findings confirm the importance of fathers in the development of boys’ body attitudes and inform prevention programmes.     

Attributional Style and Engagement/Disengagement Responses in the Chinese Workforce

Internal attribution for bad events, along with stable and global attributions, has been regarded as a component of pessimism, a precursor of negative work outcomes. Most evidence in support of this conceptualisation has come from research conducted in individualist cultures. We questioned if internal attribution has the same pessimistic implication in a collectivist culture. Findings from two studies conducted on Chinese employees supported our expectations that the stability and globality dimensions (but not the internality dimension) would predict disengagement responses (such as quitting and being neglectful at work) and lack of engagement responses (such as voicing suggestions and being loyal to the organisation). A reconceptualisation of pessimism in the workplace is therefore necessary. A dimensional, rather than a composite, scoring method is proposed for maintaining the predictive and construct validities of attributional style as an indicator of pessimism.