Transfer of effort across behaviors

A series of experiments investigated the effects of required force and number of responses per reinforcer upon the subsequent performance of a second behavior. In the first experiment, a group of rats required to complete five round trips in an alley per food pellet subsequently bar-pressed for food at a greater rate than a group rewarded for each round trip or a control group that did not receive the alley experience. In the second experiment, a group required to apply a 70-g bar-press force subsequently shuttled for food at a greater rate than a group required merely to touch the lever or a control group that did not undergo the lever-press manipulation. The third experiment found that the force effect persisted across all five test sessions and was attributable to differences both in response speed and interresponse time. The fourth experiment found that both the necessary bar-press force and number of bar presses per reward affected subsequent shuttling in extinction. Two alternative interpretations of these results were compared: (a) the degree of accustomed effort per reinforcer becomes a generalized component of instrumental behavior or (b) high effort increases the habituation frustration-produced disruptive responses.     

When supervisors feel supported: relationships with subordinates' perceived supervisor support, perceived organizational support, and performance

The authors surveyed full-time retail employees and their supervisors to investigate relationships of supervisors' perceived organizational support (POS) with subordinates' perceptions of support from their supervisors (perceived supervisor support [PSS]), POS, and in-role and extra-role performance. The authors found that supervisors' POS was positively related to their subordinates' perceptions of supervisor support. Subordinates' PSS, in turn, was positively associated with their POS, in-role performance, and extra-role performance. Beyond these bivariate relationships, subordinates' perceptions of support from the supervisor mediated positive relationships of the supervisors' POS with the subordinates' POS and performance. These findings suggest that supervisors who feel supported by the organization reciprocate with more supportive treatment for subordinates.     

A Social Neuroscience Perspective on Stress and Health

Psychological stress is a major risk factor for the development and progression of a number of diseases, including cardiovascular disease, cancer, arthritis, and major depression. A growing body of research suggests that long term, stress‐induced activation of the sympathetic nervous system (SNS) and the hypothalamic‐pituitary‐adrenal (HPA) axis may lead to increases in inflammation, which is known to play a key role in the pathophysiology of a variety of diseases. Furthermore, the burgeoning fields of social neuroscience and health neuroscience have begun to identify the neurocognitive mechanisms by which stress may lead to these physiological changes. Here we review the literature examining the neurocognitive correlates of stress‐induced SNS, HPA, and inflammatory responses. Specifically, we summarize the results of neuroimaging studies that have examined the neural correlates of stress‐related increases in SNS, HPA, and inflammatory activity. A set of neural systems involved in threat processing, safety processing, and social cognition are suggested as key contributors to stress‐related changes in physiology. We conclude by offering suggestions for future research in the exciting new field of health neuroscience.     

Perceived organizational support: a review of the literature

The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.     

Management Communication and Employee Performance: The Contribution of Perceived Organizational Support

This study used a cross-lagged panel design to examine the temporal relationship between management communication and perceived organizational support (POS), and its consequences for performance. We assessed management communication and POS 2 times, separated by a 3-year interval, in a social services organization (N?=?236). Our findings suggest that management communication was positively associated with a temporal change in POS. In addition, we found that POS fully mediates the relationship between management communication and both in-role and extra-role performance. The present study advances our theoretical knowledge concerning how management communication affects performance, with implications for practice. Specifically, it reveals that management communication affects performance mainly because it signals that the organization cares about the well-being and values the contributions of its employees.     

Who takes the most revenge? Individual differences in negative reciprocity norm endorsement

The authors report that beliefs favoring the reciprocation of unfavorable treatment form a unitary factor that is distinct from beliefs favoring the reciprocation of favorable treatment. Individual differences in endorsement of this negative reciprocity norm were related to (a) beliefs that people are generally malevolent; (b) inclination toward anger in everyday life; (c) anger, disagreement, and ridicule directed toward a new acquaintance who treated participants unfavorably; and (d) reduced anxiety, positive emotional engagement, and encouragement of a new acquaintance who treated participants favorably. These findings suggest that individual differences in endorsement of the negative norm of reciprocity influence the extent of vengeance.     

Reciprocation of perceived organizational support

Four hundred thirteen postal employees were surveyed to investigate reciprocation's role in the relationships of perceived organizational support (POS) with employees' affective organizational commitment and job performance. The authors found that (a) POS was positively related to employees' felt obligation to care about the organization's welfare and to help the organization reach its objectives; (b) felt obligation mediated the associations of POS with affective commitment, organizational spontaneity, and in-role performance; and (c) the relationship between POS and felt obligation increased with employees' acceptance of the reciprocity norm as applied to work organizations. Positive mood also mediated the relationships of POS with affective commitment and organizational spontaneity. The pattern of findings is consistent with organizational support theory's assumption that POS strengthens affective commitment and performance by a reciprocation process.     

Neural bases of moderation of cortisol stress responses by psychosocial resources

Psychosocial resources have been tied to lower psychological and biological responses to stress. The present research replicated this relationship and extended it by examining how differences in dispositional reactivity of certain neural structures may underlie this relationship. Two hypotheses were examined: (a) psychosocial resources are tied to decreased sensitivity to threat and/or (b) psychosocial resources are associated with enhanced prefrontal inhibition of threat responses during threat regulation. Results indicated that participants with greater psychosocial resources exhibited significantly less cortisol reactivity following a stress task, as predicted. Analyses using functional magnetic resonance imaging revealed that psychosocial resources were associated with greater right ventrolateral prefrontal cortex and less amygdala activity during a threat regulation task but were not associated with less amygdala activity during a threat sensitivity task. Mediational analyses suggest that the relation of psychosocial resources to low cortisol reactivity was mediated by lower amygdala activity during threat regulation. Results suggest that psychosocial resources are associated with lower cortisol responses to stress by means of enhanced inhibition of threat responses during threat regulation, rather than by decreased sensitivity to threat.     

Long-term Effects of Subliminal Priming on Academic Performance

This research examines the temporal range of subliminal priming effects on complex behavior. In Experiments 1 and 2, participants were subliminally primed with words either related or unrelated to intelligence before completing a practice exam, administered 1 to 4 days before an actual course midterm. Results revealed that the intelligence primes increased performance on the midterm compared to neutral primes. Experiment 1 demonstrated that being told that the priming task was designed to help exam performance moderated the effect of the intelligence primes. In Experiment 2, practice test performance mediated the effect of the primes on midterm performance. These experiments demonstrated that subliminal priming may have long-term effects on real-world behavior, and demonstrates one means by which long-term priming effects may occur.