Difference score correlations in relationship research: A conceptual primer

The practice of computing correlations between “difference” or “discrepancy” scores and an outcome variable is common in many areas of social science. Relationship researchers most commonly use difference scores to index the (dis)similarity of members of two-person relationships. Using an intuitive, graphical approach—and avoiding formulas and pointing fingers—we illustrate problems with using difference score correlations in relationship research, suggest ways to ensure that difference score correlations are maximally informative, and briefly review alternatives to difference score correlations in studying similarity, accuracy, and related constructs.     

EFFECTS OF ADVERTISED HUMAN RESOURCE MANAGEMENT PRACTICES ON ATTRACTION OF AFRICAN AMERICAN APPLICANTS

Student members of a national organization of African American engineers ( n = 1019) and currently employed African American engineers ( n = 303) responded to a hypothetical job advertisement differing by staffing policy (identity-blind vs. identity-conscious), advertised work characteristics (i.e., individual-based vs. team-based), and compensation system characteristics (pay based on individual performance vs. pay based on work-group performance). Both groups of respondents reported being more likely to apply when the staffing policy was identity conscious (i.e., affirmative action) than when it was identity blind (i.e., equal-employment opportunity). However, only the student sample reported being more likely to apply when the advertisement described team-based work instead of individual-based work. Both groups reacted negatively to the combination of individual-based work and group-performance based pay systems.     

Getting Down to Business Talk,Gaze, and Body Orientation During Openings of Doctor-Patient Consultations

This study examines the openings of British general-practice medical consultations. The authors use conversation analysis to analyze how doctors' and patients' practices of gaze and body orientation organize interaction such that doctors routinely initiate the sequence wherein patients disclose their chief complaint. Gaze and body orientation communicate levels of engagement with and disengagement from courses of action. As doctors and patients accomplish regular tasks preparatory to dealing with patients'chief complaints, doctors use gaze and body orientation to communicate that they are preparing but are not yet ready to deal with those compkints. In response, patients wait for their doctors to solicit their chief complaint. These findings have implications for research on nonverbal communication, interactional asymmetry, and power.     

CAREER SELF-MANAGEMENT: A QUASI-EXPERIMENTAL ASSESSMENT OF THE EFFECTS OF A TRAINING INTERVENTION

A growing trend is to encourage employees to become actively involved in the management of their own careers. Career self-management, the degree to which one regularly gathers information and plans for career problem solving and decision making, includes two main behaviors: developmental feedback seeking and job mobility preparedness. Although career self-management training is a commonly used employer intervention to re-socialize individuals to increase their own career management activity, it is rarely rigorously evaluated. Relying on an expectancy theory framework, the goal of this study was to evaluate the general effects of career self-management training using a quasi-experimental design. Based on data from several hundred professionals at a major U.S. employer, the results showed formal training efforts were generally not successful in resocializing people to engage in career self-management activities, and when done as an isolated human resource strategy, decreased trainees' likelihood of engaging in career self-management behaviors. To the extent that Time 2 expectancy perceptions got worse, the results showed that an individual's attitudes toward feedback seeking mediated the relationship between the training intervention and the level of preparation for job mobility conducted 6-8 months following the training.     

College freshmen view their parents

Interview data were collected from a random sample of 55 Macalester College freshmen in the fall of 1968 and the spring of 1969 in an attempt to explore the students' relationships with their parents. In general, students described their parents favorably and with enthusiasm. About half the students reported that they usually discussed important matters with their parents. The major areas of conflict between students and their parents were religion, politics, and sex. Most students felt that they were different from their parents in beliefs, values, goals, or life styles. They frequently claimed to be more liberal and less materialistic and to have a more casual way of living.     

THE IMPACT OF HUMAN RESOURCE AND OPERATIONAL MANAGEMENT PRACTICES ON COMPANY PRODUCTIVITY: A LONGITUDINAL STUDY

Within the strategic human resource management (SHRM) perspective, psychology‐based practices, especially empowerment, extensive training, and teamwork, are seen as vital to sustained competitive advantage. Other approaches, such as those of integrated manufacturing and lean production, place greater emphasis on operational initiatives such as total quality management, just‐in‐time, advanced manufacturing technology, and supply‐chain partnering as determinants of organizational performance. We investigated the relative merits of these practices through a study of the productivity of 308 companies over 22 years, during which time they implemented some or all of these 7 practices. Consistent with SHRM theory we found performance benefits from empowerment and extensive training, with the adoption of teamwork serving to enhance both. In contrast, none of the operational practices were directly related to productivity nor did they interact with other practices in ways fully consistent with the notions of integrated manufacturing or lean production.