REFLECTIONS: EDUCATION AND OUR SHARED FUTURE

Based on a comparative study, this paper highlights and analyses commonalities and differences between an Oriental systems approach, WSR, and two Western counterparts, TOP and MMD. It is suggested that cultural differences among systems approaches might probably have been overshadowed by both commonalities between Western and Eastern traditions and differences within the same cultural tradition. It will be further proposed that by being more consciously open to and learning from each other, systems approaches in the East and the West may have more to offer for dealing with the complexity which confronts humankind.     

RESOLVING STRUGGLING READERS' HOMEWORK DIFFICULTIES: A SOCIAL COGNITIVE PERSPECTIVE

Struggling readers often fail to complete homework or complete it in a slipshod, haphazard fashion. Often, this adversely affects grades, erodes motivation for academics, and causes conflict between readers, parents, and school personnel. To help teachers and educational consultants (e.g., reading specialists, school psychologists) help struggling readers improve their homework submission rates and improve the quality of their homework, this article discusses reasons for homework problems and suggests how teachers and educational consultants can apply social cognitive theory to resolve homework problems.     

Hermeneutical Philosophy and Pragmatism: A Philosophy of Science

Two philosophical traditions with much in common, (classical) pragmatism and (Heidegger's) hermeneutic philosophy, are here compared with respect to their approach to the philosophy of science. Both emphasize action as a mode of interpreting experience. Both have developed important categories – inquiry, meaning, theory, praxis, coping, historicity, life-world – and each has offered an alternative to the more traditional philosophies of science stemming from Descartes, Hume, and Comte. Pragmatism's abduction works with the dual perspectives of theory (as explanation) and praxis (as culture). The hermeneutical circle depends in addition on the lifeworld as background source of ontological meaning and resource for strategies of inquiry. Thus a hermeneutical philosophy of research involves three components: lifeworld (as ontological and strategic), theory (as explanatory), and praxis (as constitutive of culture). This revised version was published online in June 2006 with corrections to the Cover Date.     

MEASUREMENT ERROR IN RESEARCH ON THE HUMAN RESOURCES AND FIRM PERFORMANCE RELATIONSHIP: FURTHER EVIDENCE AND ANALYSIS

Our earlier article in Personnel Psychology demonstrated how general-izability theory could be used to obtain improved reliability estimates in the human resource (HR) and firm performance literature and that correcting for unreliability using these estimates had important implications for the magnitude of the HR and firm performance relationship. In their comment, Huselid and Becker both raise criticisms specific to our study and broad issues for the field to consider. In our present article, we argue, using empirical evidence whenever possible, that the issues and criticisms raised by Huselid and Becker do not change our original conclusions. We also provide new evidence on how the reliability of HR-related measures may differ at different levels of analysis. Finally, we build on Huselid and Becker's helpful discussion of broad research design and strategy issues in the HR and firm performance literature in an effort to help researchers make better informed choices regarding their own research designs and strategies in the area.     

A real-time assessment of interpersonal complementarity

The principle of complementarity asserts that the interpersonal behaviors of interaction partners tend to complement each other by encouraging partners to act similarly in terms of warmth and opposite in terms of dominance. The current study applied Sadler's computer joystick tracking device (originally designed to assess personality perception) to examine complementarity. Sixty-six unacquainted females were videotaped during an unstructured dyadic interaction, and their warmth and dominance behaviors were coded using the joystick. Results indicated that both partners tended to alter their behaviors in a complementary manner. In addition, partners who complemented each other in terms of warmth tended to like each other more and performed tasks more accurately and quickly than dyads who were not as complementary on this dimension.     

WHAT HAS RACE GOT TO DO WITH IT? UNRAVELING THE ROLE OF RACIOETHNICITY IN JOB SEEKERS' REACTIONS TO SITE VISITS

Racioethnic minorities have constituted a substantial portion of new labor market entrants in the past decade ( Fullerton & Toossi, 2001 ). Yet, the recruitment literature has not attended to issues of racioethnicity, and more specifically, how racioethnic groups may differ in the factors used to determine job acceptance intentions after site visits. This article aims to rectify that omission by providing a theoretical model explaining how organizational and surrounding community attributes differentially affect the decision-making process of minority and majority group job applicants. Several individual difference moderators (i.e., racioethnic identity, social dominance orientation, other-group orientation, and perceived job opportunities) also are discussed in terms of their potential influence on job acceptance intentions. The article concludes with coverage of relevant research and practical implications of the racioethnic model of site visit reactions.     

A TALE OF TWO CLIMATES: DIVERSITY CLIMATE FROM SUBORDINATES' AND MANAGERS' PERSPECTIVES AND THEIR ROLE IN STORE UNIT SALES PERFORMANCE

Applying Zohar's (2000) multilevel model of organizational climate, this study assessed the main and interactive effects of subordinates' and managers' diversity climate perspectives on store sales performance. Across 654 store units of a large U.S. retail organization, we observed main effects of subordinate and managerial diversity climates on unit sales percentage change and a significant subordinate × manager diversity climate perspective interaction. The greatest sales growth was found in stores wherein subordinates and management perceived highly pro-diversity climates (positive consistency). In contrast, the lowest sales growth was evident for stores in which both subordinates and managers reported less hospitable diversity climates (negative consistency). Our findings underscore the positive financial ramifications of highly consistent perceptions that diversity is valued in a work context.