Emotional availability (EA): Theoretical background,empirical research using the EA Scales,and clinical applications

Emotional availability (EA), as a construct, refers to the capacity of a dyad to share an emotionally healthy relationship. The Emotional Availability (EA) Scales assess this construct using a multi-dimensional framework, with scales measuring the affect and behavior of both the child and adult partner (caregiver). The four caregiver components are sensitivity, structuring, non-intrusiveness, and non-hostility. The two child components are the child’s responsiveness to the caregiver and the child’s involvement of the caregiver. We first describe this relationship construct, look at psychometric properties in basic and prevention/intervention efforts, then review the extant empirical literature in order to examine the scope of studies assessing EA by using the EA Scales. We also explore its use in clinical practice. Throughout, we critically evaluate the knowledge base in this area as well as identify areas for further growth.     

Formal analyticity

In this paper, I introduce and defend a notion of analyticity for formal languages. I first uncover a crucial flaw in Timothy Williamson’s famous argument template against analyticity, when it is applied to sentences of formal mathematical languages. Williamson’s argument targets the popular idea that a necessary condition for analyticity is that whoever understands an analytic sentence assents to it. Williamson argues that for any given candidate analytic sentence, there can be people who understand that sentence and yet who fail to assent to it. I argue that, on the most natural understanding of the notion of assent when it is applied to sentences of formal mathematical languages, Williamson’s argument fails. Formal analyticity is the notion of analyticity that is based on this natural understanding of assent. I go on to develop the notion of formal analyticity and defend the claim that there are formally analytic sentences and rules of inference. I conclude by showing the potential payoffs of recognizing formal analyticity.     

Donate More,Be Happier! Evidence from the Netherlands

It is hypothesized that charitable donation provides psychological benefits collectively referred to as the “warm glow”. This study aimed to determine the magnitude of the “warm glow” of charitable donors based on subjective wellbeing data and real-world donation totals obtained from two surveys: the Longitudinal Internet Studies for the Social Sciences (LISS) and the Giving in the Netherlands Panel (GINP). Fixed effect estimates showed that when controlling for such major shocks to happiness as changes in marital status, income, and employment, charitable donors had higher happiness scores. To account for the endogeneity of donating, variation in the types of solicitation by charities was exploited. Some specifications from instrumental variable estimation showed that donating higher amounts of money increases life satisfaction significantly. The results show the local average treatment effect (LATE) for individuals who donate an extra Euro because they are solicited and these individuals would not donate this extra Euro if they were not solicited.     

Coping and Post-traumatic Growth Among COVID-19 Patients: A Qualitative Study

Journal of Adult Development - Pandemic diseases have caused dramatic changes in people’s lives throughout history. Today, the COVID-19 virus spreads rapidly and affects human beings around...     

Impact of Culture on Human Resource Management Practices: A 10‐Country Comparison

Le Mode`le de Culture Fit explique la manie`re dont l'environnement socio‐culturel influence la culture interne au travail et les pratiques de la direction des ressources humaines. Ce mode`le a e´te´ teste´ sur 2003 salarie´s d'entreprises prive´es dans 10 pays. Les participants ont rempli un questionnaire de 57 items, destine´ a` mesurer les perceptions de la direction sur 4 dimensions socio‐culturelles, 6 dimensions de culture interne au travail, et les pratiques HRM (Management des Ressources Humaines) dans 3 zones territoiriales. Une analyse ponde´re´e par re´gressions multiples, au niveau individuel, a montre´ que les directeurs qui caracte´risaient leurs environnement socio‐culturel de fac¸on fataliste, supposaient aussi que les employe´s n'e´taient pas malle´ables par nature. Ces directeurs ne pratiquaient pas l'enrichissement des postes et donnaient tout pouvoir au contrôle et a` la re´mune´ration en fonction des performances. Les directeurs qui appre´ciaient une grande loyaute´ des employe´s supposaient qu'ils remplissent entre eux des obligations re´ciproques et s'engagaient dans la voie donnant pouvoir aux pratiques HRM. Les directeurs qui percevaient le paternalisme et une forte distance de l'autorite´ dans leur environnement socio‐culturel, supposaient une re´activite´ des employe´s, et en outre ne pourvoyaient pas a` l'enrichissement des postes et a` la de´le´gation. Des mode`les spe´cifiques a` la culture qui mettent en relation ces 3 groupes de variables ainsi que les applications de ces recherches pour la psychologie industrielles trans‐culturellesont e´te´ de´battus.