Individual differences in cognitive control on self-referenced and other-referenced memory

Self-referenced information is better recalled than other-referenced information – a mnemonic advantage known as the “self-reference effect” (SRE). By using a modified version of the “think/no-think” (TNT) paradigm (Anderson & Green, 2001), this study examined the effects of cognitive control on the SRE after the encoding stage. The results indicate that individual differences in personality traits and affective states strongly modulated the SRE after the TNT phase. For individuals high in negative cognitive style, an ironic enhancement of negative self-referenced memory produced a “maladaptive” SRE: better memory for negative self-referenced information than for negative other-referenced information, when trying to suppress that information. Before the TNT phase, instead, the SRE was characterized by the opposite bias. These results indicate that (1) the SRE is strongly affected by cognitive control after encoding, and (2) also in the non-clinical population, dysfunctional cognitive control can transform the SRE into a “maladaptive” memory bias.     

Eye movements during mental time travel follow a diagonal line

Recent research showed that past events are associated with the back and left side, whereas future events are associated with the front and right side of space. These spatial–temporal associations have an impact on our sensorimotor system: thinking about one’s past and future leads to subtle body sways in the sagittal dimension of space (Miles, Nind, & Macrae, 2010). In this study we investigated whether mental time travel leads to sensorimotor correlates in the horizontal dimension of space. Participants were asked to mentally displace themselves into the past or future while measuring their spontaneous eye movements on a blank screen. Eye gaze was directed more rightward and upward when thinking about the future than when thinking about the past. Our results provide further insight into the spatial nature of temporal thoughts, and show that not only body, but also eye movements follow a (diagonal) “time line” during mental time travel.     

The Bottoming‐Out Experience and the Turning Point: A Phenomenology of the Cognitive Shift From Drinker to Nondrinker

The bottoming‐out experience (BOE) is commonly considered the catalyst to sobriety. A phenomenological study was conducted to gain an understanding about this occurrence for alcoholics. Results indicated two distinct experiences: the BOE and the turning point.     

Reciprocity of trust in the supervisor–subordinate relationship: The mediating role of autonomy and the sense of power

This article develops and tests a model of reciprocal trust between supervisor and subordinate. Drawing from literature on trust and control and on the approach/inhibition theory of power, the authors present a model in which supervisor trust is suggested to enhance subordinate reciprocal trust through increased work-related autonomy and a heightened sense of power. The mediator analysis using the two-level full structural model confirmed that the relationship between supervisor trust and subordinate trust was partially mediated by the suggested chain of variables. The article responds to a call for empirical studies on reciprocal trust and offers a complementary mechanism for trust building beside characteristics and relationship-based approaches.     

Recovery at home and performance at work: A diary study on self–family facilitation

This 5-day diary study among 65 Dutch employees focuses on the interplay between time on and off the job. We examined how daily off-job (work-related, physical, household) activities, in combination with the degree to which people want to engage in these activities relate to self–family facilitation (i.e., the positive influence of the fulfilment of one's own interests on one's family life). Further, we tested whether self–family facilitation relates to psychological detachment from work, recovery, and finally whether recovery relates to job performance. Multilevel analyses revealed that household activities enhance self–family facilitation only on days that people want to engage in such activities. Furthermore, spending time on household activities hinders psychological detachment on days people do not want to spend time on these activities. In addition, self–family facilitation and psychological detachment relate to better recovery the next morning. Finally, feeling recovered in the morning is beneficial for task performance during work. These findings emphasize the role of one's “wants” in the degree to which off-job activities lead to recovery. Furthermore, the results highlight the importance of keeping a good interaction between the self and the family for daily recovery and performance.     

Workaholism and work–family spillover in a cross-occupational sample

This study examined the relationship between three components of workaholism (work involvement, drive, enjoyment of work) and work–family spillover. A cross-occupational sample consisting of 661 Norwegian employees from six different organizations responded to a Web-based questionnaire measuring workaholism and work–family spillover. A short and revised version of the WorkBAT showed that work involvement was positively related to both positive family-to-work spillover and to negative work-to-family spillover. Drive was positively related to both negative work-to-family and negative family-to-work spillover, and negatively related to positive work-to-family spillover. Enjoyment of work was positively associated with positive work-to-family and positive family-to-work spillover. Workaholism is clearly related to spillover. The findings imply that interventions for workers scoring high on work involvement and drive should be emphasized as these dimensions were associated with negative spillover. More research on this area is warranted.     

A stitch in time saves nine: Behavioural decision-making explanations for time management problems

Time management problems such as choosing urgent instead of important tasks are prevalent but so far they lack a theoretical explanation. The authors argue that time management implies a choice about the use of time. Therefore rational choice theory as a normative theory of choice is relevant to time management, and so is behavioural decision-making research focusing on biases and heuristics that make people deviate from the prediction of rational choice theory. The authors show how these biases and heuristics lead to non-efficient time management. In particular, steep and hyperbolic time discounting is explained and its implications for time management as well as for time management training are presented. Several propositions about the importance of individual and situational variables are also put forward.     

The role of organizational politics,contextual resources,and formal communication on change recipients' commitment to change: A multilevel study

Over the past decade there has been an increased interest in studying the factors that affect people's commitment to change. Drawing from the Job Demands–Resources model, in this enquiry we explored the moderating role of two contextual resources (i.e., trust in top management, history of change) and formal communication in the relationship between perceived organizational politics and commitment to change. Data were collected from 2543 employees of 84 companies representing a wide variety of industry sectors. In a first survey we collected data about the work context. Two weeks after the first survey, in a second survey we captured data on people's commitment to change. Hierarchical Linear Modeling (HLM) was used to analyse the multilevel character of the data. Consonant with our hypotheses, the findings indicate that the negative relationship between perceived organizational politics and commitment to change is moderated by “trust in top management”, “history of change”, and “formal communication”. As a group the Level 2 predictors account for 18%, 2.5%, and 10%, respectively, of the between-unit variance in continuance, normative, and affective commitment for change.     

Male leaders with paternity leaves: effects of work norms on effectiveness evaluations

ABSTRACT

With the growing relevance of work–family balance and gender equality at work, researchers have extensively recognized the importance of men’s greater home involvement. Yet, little is known about how people evaluate men and particularly male leaders with involved fathering behaviours, such as taking a long paternity leave. Using a social normative perspective, we explore whether cultural standards providing social approval for work–life balance influence competence evaluations of male leaders who request a paternity leave. Results from three experimental and field studies suggest that perceptions of a supportive work-family culture favour more positive evaluations of male leaders with a paternity leave. Associations were stronger for people with leadership aspirations and roles. Several main effects emerged too: male leaders taking a leave beyond the standard (from 2 weeks to 3 months) received more negative evaluations than male leaders with a shorter, statutory leave (from 2 days to 2 weeks), and employees’ sexism predicted negative evaluations. Also, slightly lower status was attributed to male compared to female leaders who requested a leave. Findings are discussed in terms of how male managers’ domestic behaviour should be further reinforced with organizational discourses and practices.     

When fit matters more: The effect of regulatory fit on adaptation to change

Regulatory fit theory predicts that motivation and performance are enhanced when individuals pursue goals framed in a way that fits their regulatory orientation (promotion vs. prevention focus). Our aim was to test the predictions of the theory when individuals deal with change. We expected and found in three studies that regulatory fit is beneficial only when a prevention focus is involved. In Study 1, an experiment among students, prevention- but not promotion-focused participants performed better in a changed task when it was framed in fit with their regulatory orientation. In Study 2, a survey among employees experiencing organizational changes, only the fit between individual prevention (and not promotion) focus and prevention framing of the changes by the manager was associated with higher employee adaptation to changes. In Study 3, a weekly survey among employees undergoing organizational change, again only prevention regulatory fit was associated with lower employee exhaustion and higher employee work engagement. Theoretical and practical implications of applying regulatory focus theory to organizational change are discussed.