Giving Credit Where Credit Is Due: A Case of No Sex Bias in Attribution1

This study examines the effects of informational cues on the attribution of success in a masculine task. Israeli managers (subjects) first evaluated the performance of a fictitious male/female manager and then attributed a cause to his/her success in attaining the managerial position. As predicted, performance evaluation affected the attribution and manager sex did not. An unexpected association between leadership style and attribution was found. Implications of these findings for female managers and for further research are considered.     

ASSESSMENT OF STIMULUS PREFERENCE AND REINFORCER VALUE WITH PROFOUNDLY RETARDED INDIVIDUALS

We evaluated a procedure for identifying potential reinforcers with profoundly retarded individuals. In Experiment 1, six persons were repeatedly exposed to 16 stimuli, and approach behaviors to each stimulus were used to identify preferred and nonpreferred stimuli. In Experiment 2, we examined the reinforcing properties of preferred and nonpreferred stimuli by delivering them contingently on the occurrence of arbitrarily selected responses. Results revealed that the preferred stimulus conditions typically produced higher rates of responding than did either the baseline or the nonpreferred stimulus conditions, suggesting that the procedure can be used to assess reinforcer value for individuals with limited behavioral repertoires.     

Effects of Job Conditions on Worker Perceptions: Ambient Stimuli vs. Group Influence1

This study identifies the direct effects of objective job conditions on individual perceptions of job conditions. The assumptions that (1) group perceptions mediate the relationship between objective job conditions and individual perceptions of job conditions, and (2) group consensus enhances the relationship be-between group perceptions and individual perceptions were tested. Respondents were white, male, blue collar workers (N= 1240) in a tire and rubber manufacturing plant. Work groups (N= 156), consisting of four or more men on the same shift, in the same department, and who had the same supervisor, were identified. Objective job conditions included work group size, pay style, shift, and job technology. Group and individual perceptions of amount of work-load, role conflict, responsibility pressure, and intrinsic rewards were measured. The findings indicated that objective job conditions have important effects on individual perceptions of stressful and rewarding job conditions. Smaller work groups, and jobs that pay on an hourly rather than a piece-work basis, allow for some control over the pace of work, and allow for interaction among fellow workers resulted in higher levels of intrinsic rewards and lower levels of workload, role conflict, and responsibility pressures. An intriguing pattern appeared where, in perceptions involving interpersonal relations, work group influence was relatively more important than objective job conditions. When assessing task oriented aspects of work, objective job conditions were more important than group perceptions.     

Client Conceptions of Change in Career Development and Career Counseling

This article illustrates the ways in which clients in career counseling think about the types of change in their career lives and about the determinants of change. It is based on an analysis of the interview data of a few adult clients. Two category systems are proposed as representative of the clients' thinking about change in these domains.