Assessing the Integrity of Clinical Data: When is Statistical Evidence Too Good to be True?

Evidence, as viewed through the lens of statistical significance, is not always as it appears! In the investigation of clinical research findings arising from statistical analyses, a fundamental initial step for the emerging fraud detective is to retrieve the source data for cross-examination with the study data. Recognizing that source data are not always forthcoming and that, realistically speaking, the investigator may be uninitiated in fraud detection and investigation, this paper will highlight some key methodological procedures for providing a sounder evidence base for withdrawing from a study on grounds of integrity. The promotion of patient safety is paramount. However, there is a broader rationale for disseminating these ideas. This includes empowering researchers to optimize their personal integrity, make informed choices regarding membership of future research collaborations and successfully voice their concerns to journal editors, particularly where a conflict of interests can render such dialogues particularly difficult. Recommendations will be supported by topical case studies and practical steps involving data exploration, testing of baseline data and application of Benford’s Law. While this paper has a clinical focus, the advice provided is transferrable to a wide range of multidisciplinary research settings outside of Medicine.     

Too Old to Train or Reprimand: The Role of Intergroup Attribution Bias in Evaluating Older Workers

Purpose

The purpose of this study was to explore the role rater and target age play in the evaluations of poorly performing workers. Intergroup attribution theory suggests that rater age predicts the attributions made for the poor performance of older workers.

Design/Methodology/Approach

In this study, 203 supervisors in various industries completed measures of causal attribution and evaluations for a poorly performing hypothetical subordinate.

Findings

Compared to the poor performance of younger targets, the poor performance of older targets was more likely to be attributed to external and controllable causes by older raters and more likely to be attributed to stable causes by younger raters. These attributions predicted willingness to punish and likelihood to provide training.

Implications

Our findings were partially supported by intergroup attribution theory and suggest that this theory may be useful in understanding how older workers’ performance is evaluated.

Originality/Value

This is one of the first studies to utilize intergroup attribution theory among supervisors in exploring how older workers are evaluated in the workplace and to demonstrate that the theory predicts how older workers’ poor performance will be attributed. Our study provides evidence that when evaluating a poorly performing older target, older raters will be more inclined to attribute this performance to controllable causes and thus be more punitive than younger raters. Further, we provide some evidence that raters will be more punitive and less willing to provide training when evaluating poorly performing targets to whom they are similar.     

Mirror,mirror on the wall,who’s the fairest of them all? Thinking that one is attractive increases the tendency to support inequality

Five studies tested the hypothesis that self-perceived attractiveness shapes people’s perceptions of their social class (subjective SES), which, in turn, shape how people respond to inequality and social hierarchies. Study 1 found that self-perceived attractiveness was associated with support for group-based dominance and belief in legitimizing ideologies, and that these relationships were mediated by subjective social class. Subsequent experiments showed that higher self-perceived attractiveness increased subjective SES, which in turn, increased SDO (Study 2 and Study 5); promoted stronger beliefs in dispositional causes of inequality (Study 3); and reduced donations to a movement advocating for social equality (Study 4). By contrast, lower self-perceived attractiveness decreased subjective SES, which in turn, led to a greater tendency to reject social hierarchies and to construe inequality in terms of contextual causes. These effects emerged even after controlling for power, status, and self-esteem, and were not simply driven by inducing people to see themselves positively on desirable traits (Study 4 and Study 5).     

Managerial motivational profiles: Composition,antecedents, and consequences

Using a person-centered approach, we identified managers' (N = 321) motivational profiles and tested a model of the antecedents and consequences of these profiles. The profiles were based on four motivational types delineated by self-determination theory (i.e., external, introjected, identified, intrinsic). Latent profile analysis revealed six distinct motivational profiles. One of these was a self-determined profile (high identified and intrinsic motivation, moderately low introjected motivation, and low external motivation). Four other profiles combined average levels of external motivation with either very low, low, moderately low, or high internal (i.e., introjected, identified, and intrinsic) motivation. The final profile involved moderately high levels of all four motives. The antecedents of profile membership examined were perceived supervisor support and perceived organizational politics. The career-related outcomes of profile membership were work attitudes and promotability. The self-determined and high internal motivation profiles were associated with the most favorable work attitudes, followed by the moderately high motivation profile. The low internal motivation profiles were associated with the least favorable attitudes. Promotability did not differ across the profiles. With respect to the antecedents, low levels of supervisor support and high levels of politics increased the odds that a manager would exhibit profiles that were less desirable than the self-determined profile. Our findings provide initial information about managers' motivational profiles, as well as the antecedents and consequences of these profiles. Further, these results demonstrate the promise of a person-centered approach for advancing motivation research and management development.     

Evaluations of a bullying case involving a victim with autism spectrum disorder

We investigated how people determine whether a specific occurrence of aggression between students constitutes bullying and how they think perpetrators should be treated. In two experiments, we examined perceptions of relational bullying at a university involving a victim who admits to engaging in socially inappropriate behavior. Participants were assigned to one of three victim disability conditions: autism spectrum disorder (ASD), dyslexia, or no disability. They listened to a recording of a disciplinary hearing and made several evaluations (e.g., verdict). Participants' judgments were more likely to favor the victim if they learned that he had ASD rather than dyslexia or no disability. Observers may view an ASD diagnosis as a reasonable explanation for behaving inappropriately and therefore excuse the victim's conduct.     

Linking Individual Creativity to Organizational Innovation

We draw on 146 employee‐co‐worker‐supervisor triads from 146 organizations to examine the role of individual perspective‐taking and team creative environment in the association between individual creativity and organizational innovation. Adopting an interactionist perspective, we find that the link between individual creativity and organizational innovation is most clearly strengthened when individual perspective‐taking and team creative environment are both high. Neither individual perspective‐taking nor team creative environment alone moderated the relationship between creativity and innovation.