What We Share Is Who We Are and What We Do: How Emotional Intimacy Shapes Organizational Identification and Collaborative Behaviors

We focus on the concept of emotional intimacy among organizational members and investigate its influence on both their (a) perceptions and (b) behaviors. With regard to employees’ perceptions, we test whether it is organizational identification (operationalized as cognitive and affective identification with the organization) that influences emotional intimacy or the reverse. At the behavioral level, we investigate the interplay between employee emotional intimacy and organizational identification and their effects on employee interpersonal helping (OCB-Is; interpersonal organizational citizenship behaviors) and interpersonal conflict (CWB-Is; interpersonal counterproductive workplace behaviors). Based on a three-wave panel study among nurses working in a public hospital, our findings show that emotional intimacy influences organizational identification, and it represents a unique antecedent of OCB-Is and CWB-Is.     

Resolving the paradox of the active user: stable suboptimal performance in interactive tasks

This paper brings the intellectual tools of cognitive science to bear on resolving the “paradox of the active user” [Interfacing Thought: Cognitive Aspects of Human-Computer Interaction, Cambridge, MIT Press, MA, USA]—the persistent use of inefficient procedures in interactive tasks by experienced or even expert users when demonstrably more efficient procedures exist. The goal of this paper is to understand the roots of this paradox by finding regularities in these inefficient procedures. We examine three very different data sets. For each data set, we first satisfy ourselves that the preferred procedures used by some subjects are indeed less efficient than the recommended procedures. We then amass evidence, for each set, and conclude that when a preferred procedure is used instead of a more efficient, recommended procedure, the preferred procedure tends to have two major characteristics: (1) the preferred procedure is a well-practiced, generic procedure that is applicable either within the same task environment in different contexts or across different task environments, and (2) the preferred procedure is composed of interactive components that bring fast, incremental feedback on the external problem states. The support amassed for these characteristics leads to a new understanding of the paradox. In interactive tasks, people are biased towards the use of general procedures that start with interactive actions. These actions require much less cognitive effort as each action results in an immediate change to the external display that, in turn, cues the next action. Unfortunately for the users, the bias to use interactive unit tasks leads to a path that requires more effort in the long run. Our data suggest that interactive behavior is composed of a series of distributed choices; that is, people seldom make a once-and-for-all decision on procedures. This series of biased selection of interactive unit tasks often leads to a stable suboptimal level of performance.     

MEASURING AGENCY ATMOSPHERE AND COUNSELOR STYLE

A preliminary questionnaire designed to measure confrontive counseling styles was given to 101 counselors from the state division of vocational rehabilitation (DVR) and the state employment service (ES). The responses were analyzed to see which items discriminated between agencies and between the counselors' sexes, ages, levels of education, and number of years with the agency. There were 13 significant (p = .01) items and they are described and discussed.