Ambiguity and Human Versus Technological Sources of Information in Judgments Involving Base Rate and Individuating Information1

This experiment examined the role that ambiguity and uncertainty play in the use of base rate and individuating information in probability judgments. Subjects responded to a number of inference problems that varied in terms of base rates and the accuracy of the source of the individuating information. The ambiguity in the decision situation was also manipulated by varying the human or technological nature of the source of the individuating information and the causal relevance of the base rate information. The results provide substantial support for the predictions derived from the ambiguity conceptualization. Several interactions were uncovered involving attributes of the base rate and individuating information suggesting complex judgmental processes similar to anchoring and adjustment. Discussion focused on the role that human versus technological sources of information may play in judgment and decision making, and the utility of the ambiguity notion for understanding the use of base rate and individuating information in probabilistic inference problems.     

ARE THE 100 BEST BETTER? AN EMPIRICAL INVESTIGATION OF THE RELATIONSHIP BETWEEN BEING A “GREAT PLACE TO WORK” AND FIRM PERFORMANCE

We argue that positive employee relations effectively serves as an intangible and enduring asset, and may, therefore, be a source of sustained competitive advantage at the firm level. We survey a number of measures of firm-level performance and conceptualize how each measure is likely to be affected by highly positive firm-level employee relations. We then empirically investigate whether positive employee relations is related to firm performance, focusing on publicly traded firms included in the "100 Best Companies to Work for in America." The relative performance of these "Best Companies" is examined via comparisons to both companies in the broad market and a group of matched firms. Our analyses suggest that companies on the 100 Best list enjoy not only stable and highly positive workforce attitudes, but also performance advantages over the broad market, and in some cases, over the matched group.     

Defining and Assessing Problem‐Solving Style: Design and Development of a New Tool

VIEW: An Assessment of Problem Solving Style (Selby, Treffinger, & Isaksen, 2002) is a new instrument for assessing problem‐solving style, for use with individuals from ages 12 through adult. It measures three dimensions of style relating to creative problem solving and change management. In this article, we discuss the construction of the instrument, the initial evidence supporting the instrument's reliability and validity, and a very brief overview of the instrument's foundations. Our reliability data involve both stability and internal consistency. We report evidence for the criterion‐related validity, based on correlational studies with relevant measures of learning style, cognitive style, and psychological type. We also conducted principal components factor analyses that support our three‐factor structure. Researchers and practitioners studying and applying Creative Problem Solving and change management methods can use VIEW in several ways. Finally, we identify several research directions that will contribute to the refinement and development of the instrument as well as to a better understanding of the “problem‐solving style” construct.     

Endorsement of distributively fair and unfair leaders in interpersonal and intergroup situations

Differences in the strength of endorsement for distributively fair and unfair leaders in interpersonal and intergroup situations were measured. Fair leaders were expected to receive stronger endorsements than unfair leaders in interpersonal situations. This difference, however, was expected to attenuate, if not reverse in intergroup situations when the unfairness favoured the ingroup. An attenuation effect obtained in Experiment 1 (N=49) using ad hoc groups in a laboratory setting. Attenuation and reversal effects obtained, respectively, in Experiments 2 (N=314) and 3 (N=213) using preexisting groups (students and New Zealanders, respectively) in a scenario setting. Fairness ratings followed patterns similar to leadership endorsements in Experiments 2 and 3. Finally, Experiment 3 showed a reversal in participants' private attitudes toward an issue about which the leader expressed an opinion. These data extend previous research on leadership endorsement and are consistent with predictions derived from Social Identity Theory (Tajfel & Turner, 1986). © 1997 John Wiley & Sons, Ltd.     

UNEQUAL ATTENDANCE: THE RELATIONSHIPS BETWEEN RACE, ORGANIZATIONAL DIVERSITY CUES, AND ABSENTEEISM

Although prior evidence has demonstrated racial differences in employee absenteeism, no existing research explains this phenomenon. The present study examined the roles of 2 diversity cues related to workplace support—perceived organizational value of diversity and supervisor–subordinate racial/ethnic similarity—in explicating this demographic difference among 659 Black, White, and Hispanic employees of U.S. companies. Blacks reported significantly more absences than their White counterparts, but this difference was significantly more pronounced when employees believed their organizations placed little value on diversity. Moreover, in a form of expectancy violation, the Black–White difference was significant only when employees had racially similar supervisors (and thus would expect their companies to value diversity) and perceived that the organization placed little value on diversity.