La relation entre la culture organisationnelle et les agressions au travail

This study aimed to determine how perceptions of group, developmental, hierarchical and rational organizational culture contribute to workplace aggressions. Aggressions included low intensity incivilities to violent physical acts. Data came from the SALVEO surveys containing a sample of 1942 workers employed in 63 workplaces. Multilevel analyses revealed that the perception of the group culture is associated with lower levels of incivilities while the developmental culture is associated with higher levels of incivilities.     

Behaviorism and Society

A probable list of causes for the limited acceptance of behaviorism in our society is identified. This is followed by a summary review of the proposed solutions identified in other papers in this special issue of The Behavior Analyst, most of which relate to either better marketing of either the behavior analytic process or the results achieved as a consequence. One paper proposes a more broad conception of behavior analysis. This paper endorses the solutions identified in previous papers and then goes on to propose an even more broad conception of behavior analysis and makes the point that behavior analysis is unlikely to flourish unless behavior analysts understand a good deal more about the cultural and other contextual features of the environments in which they work.     

Judging the implications of a concession: Conversational distance and belief bias effects

An arguer's position at a given point in an argument can be characterized as a set of commitments. The present study considers the perceptions of ordinary language users about the implications of making a concession for the contents of the conceder's commitment set. In particular, we examine two sources of influence on such lay perceptions—conversational distance (i.e., the number of turns separating the concession from commitments incurred earlier in the argument) and an individual's prior beliefs regarding the content of the argument. Across two studies, college students were administered an argument task assessing the extent to which a concession by the protagonist of an argument on the last move indicated changes to other commitments incurred earlier in the argument. Results indicated that participants were more likely to judge a concession as indicating a change in prior commitments if (a) the commitment was incurred later in the argument than earlier, and (b) the participant disagreed with the protagonists’ thesis in the argument. In addition, performance on deductive reasoning tasks predicted individual differences in the conversational distance effect, but not the belief bias effect.     

Quality control and the practice of clinical psychology

Because of current health care reforms, quality control, accountability, and cost-effectiveness have become important issues in the practice of clinical psychology. It is imperative that practicing clinicians begin to evaluate their services to assess whether they demonstrate high quality and cost-effectiveness, as well as a continued commitment to qualify improvement. Deming's (1986) approach to quality control is discussed as a useful strategy for improving effectiveness in the practice of clinical psychology. This approach emphasizes the process of identification of the client population, improvements through incremental processes, and evaluation of outcomes. Organizational Behavior Management (OBM) techniques are also reviewed as useful ways in which to supplement and improve on Deming's approach to quality control. Science and quality control are discussed as being inherently coherent. The scientist—practitioner model dictates that services provided to clients should be rigorously evaluated. Various procedures for evaluating the quality of services provided in clinical practice are discussed.     

Structure sociale et cultures organisationnelles : une application du modèle des représentations sociales

The theme of organizational culture has been subject of many studies, which postulates are divergent. Consensual, shared and transmitted by the direction for some persons, they follow from the articulation of professional identities models for other persons. Social representation theory can allow us to understand that co-existence of consensual and specific elements, depending on the social structure of the organization. A questionnaire, developed after 24 semi-directive interviews, has been submitted to 95 employees of a large distribution company. Results show that organizational culture is a representation organized on six themes, socially elaborated on the interaction of groups situated in different positions. Consensual elements pass through the various groups, and some elements, more specifics, show the differences between these groups, depending on their strategic links.     

Stability and Change in Cognitive Behavior Therapy: Considering the Implications of ACT and RFT

Acceptance and Commitment Therapy (ACT) and Relational Frame Theory (RFT) are part of the new wave of treatments and analyses that seem to be emerging in cognitive behavior therapy. In this article, data in support of these new approaches are provided, and evidence that ACT works through different processes than traditional CBT are presented. The integrative proposals of Ciarrochi and Robb, and Ciarrochi, Robb, and Godsell are then considered. In the long run, whether such integrations are useful is an empirical matter, but concerns are raised about the effects of focusing on the content of beliefs, and the role of logical–empirical challenges to belief. Address correspondence to Steven C. Hayes, Department of Psychology/298, University of Nevada, Reno, NV 89557-0062, USA.     

The mediating role of affective commitment in the relation of the feedback environment to work outcomes

The Feedback Environment, as opposed to the formal performance appraisal process, is comprised of the daily interactions between members of an organization (Steelman, Levy, & Snell, in press). Relations between the feedback environment and work outcome variables such as Organizational Citizenship Behavior (OCB) were examined through the mediating effects of affective commitment. Results indicate that affective commitment mediates the relation between the feedback environment and organizational citizenship behavior, and this mediated relation is stronger for OCBs directed at individuals than directed at the organization as a whole. Conclusions and implications are discussed.     

Human reactions to technological failure: How accidents rooted in technology vs. human error influence judgments of organizational accountability

Two experiments examine how the identification of technology as a causal factor in an organizational accident influences judgments of organizational accountability. In study 1, organizations were found to be held less accountable for their actions when a misfortune was rooted in a computer error than when rooted in human error. The predicted mechanism for this effect, counterfactual thinking, was confirmed. Specifically, technologically induced accidents were found to generate fewer counterfactual thoughts of better possible outcomes than similar accidents resulting from human error. Study 2 replicated the findings of study 1 in a more natural setting and using a less intrusive measure for counterfactual thoughts.     

So what do you think of the organization? A contextual priming explanation for recruitment Web site characteristics as antecedents of job seekers’ organizational image perceptions

Although job seekers’ organizational image perceptions can influence attraction to recruiting organizations, little is known about how these perceptions are formed or modified. To address this research gap, the authors drew from research in social cognition theory and demonstrated that recruitment Web site characteristics influenced the development and modification of organizational image perceptions via a priming mechanism. Results of two studies showed that having technologically advanced Web site features and depicting racially diverse organizational members served as contextual primers and influenced participants’ organizational image perceptions. Results also revealed that participants’ familiarity with recruiting organizations moderated the effects of these Web site characteristics on several dimensions of organizational image such that effects were weaker for more familiar organizations. These findings suggest that organizations can manage job seekers’ organizational image perceptions through strategic recruitment Web site design; however, such attempts may be tempered by job seekers’ familiarity with the organization.