When does performance feedback prompt complementarity in romantic relationships?

Two studies addressed five issues concerning complementarity in romantic relationships and suggest that complementarity deserves a new look. Dating couples (N= 28 couples) and married couples (N= 43). were given performance feedback to assess effects on self and perceived partner relevance. We found that comparison with a partner but not comparison with a stranger prompted complementarity (Study 1). Comparison resulted in complementarity and did not merely change self‐image (Studies 1 and 2). Both outperforming the partner and being outperformed by the partner can prompt complementarity (Study 2). Ceding areas to the partner in response to being outperformed was relatively automatic (Study 2). And, degree of development in the relationship influenced response to comparison‐feedback (Studies 1 and 2). Findings suggest that partners in romantic relationships automatically protect their views of the relationship as a “team” by increasing “perceived complementarity” in response to differential performance feedback.     

Defending Desire: Scanlon's Anti-Humeanism

In the opening chapter of What We Owe To Each Other , Tim Scanlon produces a sustained critique of a Humean conception of practical reason. Scanlon claims he will argue that unless having a desire just is to see something as a reason, desires play (almost) no role in the explanation or justification of action. Yet his specific arguments against Humeanism all employ a very austere understanding of desire (which he calls the "standard model"), and attempt to show that desires so understood are not up to any explanatory or justificatory task. Since the standard model represents only one understanding of desire (distinct from the "recognition of reasons") his specific arguments cannot establish his stated general thesis. I show how a more robust conception of desire will leave the Humean account safe from Scanlon's specific arguments.     

TOWARD NARROWING THE RESEARCH-PRACTICE GAP IN PERFORMANCE APPRAISAL

Recently, performance appraisal researchers have adopted a cognitive approach to analyzing judgment processes in performance appraisal. While this approach allows researchers to tap a wealth of knowledge applicable to the appraisal context, this line of research is likely to widen the already existing gap between research and practice. We argue that coordination of the talents of researchers and practitioners is essential for narrowing the gap. Specifically, we suggest researchers focus their research on the best methods of ensuring use of relevant and valid data in appraisal, given organizational constraints. We also suggest practitioners focus on determining observable and measurable aspects of performance, and thus, specify appropriate appraisal content. We also note that cognitive process research has promise for increasing raters' ability to judge accurately, but that this approach does not necessarily address the rater's willingness to provide accurate ratings.     

Shifting toward cooperative tendencies and forgiveness: How partner‐focused prayer transforms motivation

Several studies tested whether partner‐focused prayer shifts individuals toward cooperative tendencies and forgiveness. In Studies 1 and 2, participants who prayed more frequently for their partner were rated by objective coders as less vengeful. Study 3 showed that, compared to partners of targets in the positive partner thought condition, the romantic partners of targets assigned to pray reported a positive change in their partner's forgiveness. In Study 4, participants who prayed following a partner's “hurtful behavior” were more cooperative with their partners in a mixed‐motive game compared to participants who engaged in positive thoughts about their partner. In Study 5, participants who prayed for a close relationship partner reported higher levels of cooperative tendencies and forgiveness.     

Effect of a Referent's Status on the Evaluation of Job Applicants

In this study, the authors found that the status of employment referents might affect the employers's evaluations of job applicants.     

EMPLOYEE ATTITUDES AND CUSTOMER SATISFACTION: MAKING THEORETICAL AND EMPIRICAL CONNECTIONS

Previous research has established links between employee attitudes and customer satisfaction. Little theory has been used to help explain and build on the results of these studies. A theoretical model of the employee attitude-customer satisfaction process is proposed based on Bagozzi's (1992) model of attitudes, intentions and behavior. Employee attitudes and intentions, and customer satisfaction data from a service-oriented organization with 160 offices is used to provide an initial test of the usefulness of the model. Cross-validations of the model with and without common method variance were conducted. The results provide strong support for the model. Suggestions are offered on extensions of the model in future research.     

Relations between parent–child affect and synchrony and cognitive outcome at 5 years of age

This investigation involved the longitudinal assessment of 30 preterm and 39 full-term infants from 2 to 5 years of age. Measures of cognitive outcome at 2 and 5 years of age and mother-child dyadic synchrony and affect during free-play interaction were obtained at 5 years of age. Correlational and regression analyses indicated that 5-year cognitive outcome was predicted by 2-year cognitive status, mother education, and 5-year dyadic interaction. In addition, 5-year maternal positive affect contributed independently to children's cognitive status at age 5, above and beyond the contributions of early cognitive status and maternal education. Also, affect and synchrony interacted in predicting lower cognitive abilities. Findings are discussed in relation to the importance of maternal affect and synchronous interactions in transactional explanations of development during early childhood.