Understanding Implicit Bias: Putting the Criticism into Perspective

What is the status of research on implicit bias? In light of meta-analyses revealing ostensibly low average correlations between implicit measures and behavior, as well as various other psychometric concerns, criticism has become ubiquitous. We argue that while there are significant challenges and ample room for improvement, research on the causes, psychological properties, and behavioral effects of implicit bias continues to deserve a role in the sciences of the mind as well as in efforts to understand, and ultimately combat, discrimination and inequality.     

Forensic interviews with preschool children: An analysis of extended interviews in Norway (2015–2017)

This study examined the quality of forensic interviews conducted by specially trained police officers in the Norwegian Barnahus between 2015 and 2017, using the sequential interview (SI) model, a Norwegian version of the extended interview model that has not previously been studied. Two hundred and seven interviews of alleged abused preschool children (3–7 years old) were selected from around the country. Developmental trends in interview dynamics and the pattern of disclosure were analyzed. Analyses showed that the interviews were long but involved few open-ended and many suggestive questions, especially in interviews with the youngest children who did not disclose. Because similar findings were obtained in previous studies of Norwegian interviews not using this model, the findings suggest that the SI interview model does little to improve the formal quality of forensic interviews with very young children, and show the need to develop new forms of interviewer training which are more intensive than those currently employed.     

Complexity of interruptions: Evidence supporting a non-interruption-based theory

Interruptions are known to be pervasive and harmful for concentration. It is also known that many factors can influence their effect, such as the complexity of the interrupting task. Less, however, is known about the processes underlying the resumption of the primary task, especially if the interrupting task is complex. Many hypotheses have been proposed but, as yet, it has not been possible to distinguish between their various qualities. In the current study, we carried out two experiments in which we manipulated the complexity of the interrupting task (either simple or complex) and the time between the end of the interrupting task and the resumption of the primary task (i.e., a break). Results showed that complex interrupting tasks led to longer resumption lags (RL) when there was no break, as has already been shown many times. However, while RL after simple interrupting tasks did not change as the break before resumption lengthened up to 1,500 ms, those after complex interrupting tasks decreased. Moreover, after a break of 3,000 ms, RL were longer overall. These results can only support the hypothesis based on task-switching theories, but not hypotheses derived from interruption-based models. Our findings therefore provide empirical evidence in support of explanations of complexity effects and the implications for research and application are discussed.     

A taxonomic foundation for evidence-based research on employee performance management

This study presents a taxonomic foundation for research on employee performance management practices based on a comprehensive review of the literature (198 articles and book chapters). The taxonomy consists of 50 practices organized within seven topic categories, including an evaluation of the amount of research evidence supporting each practice. This taxonomic foundation facilitates the aggregation, integration, interpretation, and explanation of performance management research based on a role-theoretic perspective derived from the behavioural approach to strategic human resource management. The proposed direct-linkage path model shows how this taxonomic foundation ties performance management practices to behaviours and results. We build on this Practice – Behaviour – Results (PBR) critical path model with moderators and mediators based on cognitive and social factors identified in the extensive previous research. This PBR model provides a foundation for orderly and structured growth for future research that will enhance the connection between research and improved organizational practices in performance management, as well as a guide to best practices in performance management.