Collective and individualistic coping with stress at work

In the present study, coping was viewed as both an individualistic and a collective phenomenon, and the investigation assessed how use of collective and individualistic coping strategies was related to sex of respondent and organizational level. These strategies were measured by responses to Swedish versions of the Strategic Approach to Coping Scale and the COPE Inventory. Data were collected by means of an Internet-based questionnaire completed by 950 female (n = 502) and male (n = 448) employees at both the managerial (n = 171) and nonmanagerial (n = 764) levels, working in customer service in a Swedish telecom company. The mean age of the participants was 47 yr. (SD = 9.7). Analysis showed women more often used collective strategies, but so also did both women and men managers. Men did not use problem-focused individualistic coping strategies more often than women. No interactions between sex and organizational level were found. Separate analyses for women and men indicated that coping was more related to organizational level than to sex.     

Regulation of brain activity in the fusiform face and parahippocampal place areas in 7–11-year-old children

Developmental studies have demonstrated that cognitive processes such as attention, suppression of interference and memory develop throughout childhood and adolescence. However, little is currently known about the development of top-down control mechanisms and their influence on cognitive performance. In the present study, we used functional magnetic resonance imaging to investigate modulation of activity in the ventral visual cortex in healthy 7–11-year-old children and young adults. The participants performed tasks that required attention to either face (Fs task) or scene (Sf task) images while trying to ignore distracting scene or face images, respectively. A face-selective area in the fusiform gyrus (fusiform face area, FFA) and an area responding preferentially to scene images in the parahippocampal gyrus (parahippocampal place area, PPA) were defined using functional localizers. Children responded slower and less accurately in the tasks than adults. In children, the right FFA was less selective to face images and regulation of activity between the Fs and Sf tasks was weaker compared to adults. In the PPA, selectivity to scenes and regulation of activity, there according to the task demands were comparable between children and adults. During the tasks, children activated prefrontal cortical areas including the middle (MFG) and superior (SFG) frontal gyrus more than adults. Functional connectivity between the right FFA and left MFG was stronger in adults than children in the Fs task. Children, on the other hand, had stronger functional connectivity than adults in the Sf task between the right FFA and right PPA and between right MFG and medial SFG. There were no group differences in the functional connectivity between the PPA and the prefrontal cortex (PFC). Together the results suggest that, in 7–11-year-old children, the FFA is still immature, whereas the selectivity to scenes and regulation of activity in the PPA is comparable to adults. The results also indicated functional immaturity of the PFC in children compared to adults and weaker connectivity between the PFC and the rFFA, explaining the weaker regulation of activity in the rFFA between the Fs and Sf tasks.     

Change‐oriented organizational citizenship behaviour: An interactive product of openness to change values,work unit identification,and sense of power

Due to the increased frequency of organizational changes, predicting employees’ voluntary involvement in the development of organizational practices and individual work is of particular importance in organizational psychology. This study focused upon change‐oriented organizational citizenship behaviour (OCB) as an expression of openness to change values, and also upon psychological factors that can moderate the value–behaviour relationship. We propose that personal values, group identification, and a sense of power interact in predicting change‐oriented OCB of employees. One hundred and eighty‐four employees rated their values, their identification with the work unit and their sense of power. In line with our predictions, the results showed that openness to change values and work unit identification interacted positively in predicting supervisor‐rated change‐oriented OCB in workers with a high sense of power, but not in workers with a low sense of power. This finding suggests that workers who have a high sense of power and are highly identified with the work unit tend to pursue their openness to change values in a way that contributes to the organization. The authors further conclude that an interactive approach, rather than one of direct effect, is advantageous when studying values as antecedents to change‐oriented OCB.