Manipulations of distractor frequency do not mitigate emotion-induced blindness

Emotional distractors can impair perception of subsequently presented targets, a phenomenon called emotion-induced blindness. Do emotional distractors lose their power to disrupt perception when appearing with increased frequency, perhaps due to desensitisation or enhanced recruitment of proactive control? Non-emotional tasks, such as the Stroop, have revealed that high frequency distractors or conflict lead to reduced interference, and distractor frequency appears to modulate attentional capture by emotional distractors in spatial attention tasks. But emotion-induced blindness is thought to reflect perceptual competition between targets and emotional distractors, and it is unclear whether high frequency emotional stimuli cause less disruption at this relatively early stage of processing. In four experiments, participants searched streams of images for a rotated target image. A negative or neutral distractor appeared before the target, and their relative frequency was manipulated. Across all experiments, the frequency of emotional distractors did not modulate emotion-induced blindness even when participants were explicitly informed that they would appear often or seldom. Thus, increased distractor frequency does not appear to mitigate the priority allotted to emotional distractors during perceptual competition.     

Antecedents of daily team job crafting

This study investigated potential antecedents of team job crafting defined as the extent to which team members engage together in increasing (social and structural) job resources and challenges, and decreasing hindering job demands. Mindful of the teamwork literature, we hypothesized that individual employee factors (self-efficacy for teamwork, daily affect), team features (team cohesion, climate) and the organizational context of teams (engaging leadership and organizational resources for teamwork) relate positively to daily team job crafting behaviour. Data were collected among 46 multi-professional rehabilitation teams whose members completed two daily surveys after their weekly meetings. Multilevel regression analyses showed that self-efficacy for teamwork and team members’ positive affect were positively associated with team job crafting behaviour at the individual (within-team) level. In addition, a team climate characterized by a clear vision of the teams’ targets, supportiveness and innovation and connecting leadership were positively related to daily team job crafting at both the within- and between-team levels of the data. Overall, the study offers novel insights into the antecedents of teams’ daily job crafting behaviours. For practice, the results suggest that actions and interventions conducive to positive team processes offer the most promising route to enhancing team job crafting behaviour.     

个体特征因素对师徒之间选择倾向的影响

师徒的相互选择过程是师徒关系研究中的一个重要问题。本文采用三个实验探讨了影响师徒相互选择倾向的个体特征因素。实验一和实验二探讨了徒弟选师傅时,师傅的外向性、成就动机水平、管理职务和性别一致性对徒弟选择师傅倾向的影响。实验三探讨了师傅选择徒弟时,徒弟的外向性、成就动机水平和性别一致性对师傅选择徒弟倾向的影响。实验结果表明在徒弟选择师傅时,师傅的外向性、成就动机、管理职务,是影响因素;在师傅选择徒弟时,徒弟的外向性、成就动机水平是影响因素。     

Influence of Proactive Personality on Career Self‐Efficacy

This study examined the relationship between proactive personality and career decision‐making self‐efficacy. In Study 1, the authors validated the Proactive Personality Scale–Korean Short Form, using the Rasch model with 315 participants, and found that fit statistics, point‐measure correlations, and item difficulty estimates satisfy the construct validity criterion. In Study 2, the authors administered the Proactive Personality Scale, Career Decision‐Making Self‐Efficacy Scale, and Career Search Self‐Efficacy Scale to 296 freshman and sophomore college students. Hierarchical regression analyses showed that proactive personality scores explain additional variance in both career decision‐making self‐efficacy and career search self‐efficacy scores. Implications for theory and practice are discussed.     

“That Really Hurt,Charlie!” Investigating the Role of Sympathy and Moral Respect in Children's Aggressive Behavior

The authors examined the role of sympathy and moral respect in children's overt aggression, and the subtypes of proactive and reactive aggression, in an ethnically diverse sample of 5-, 7-, and 10-year-olds (N = 110). Aggressive behaviors were measured through teacher reports and peer nominations. Sympathy was assessed through teacher reports. Children reported on their moral respect within an interview procedure where they were asked for their feelings of respect toward hypothetical peers who displayed morally relevant behaviors. Results revealed that sympathy and moral respect were both negatively related to overt aggression and to the proactive aggression subtype, but unrelated to the reactive aggression subtype. The authors discuss the implications of the findings in relation to developmental research on the affective antecedents of children's aggressive behavior.     

主动性控制在语言转换线索加工阶段的作用

利用ERP技术,考察个体的主动性控制在语言转换线索加工阶段的作用。实验采用线索化的语言转换范式,要求汉–英双语者根据线索使用汉语或英语对图片进行命名,记录线索加工阶段的脑电成分。采用AX连续执行测验（AX-Continuous Performance Test）中AY试次的错误率作为主动性控制参与程度的指标。结果发现,在线索呈现后的200-350 ms和350-500 ms两个时间窗口,转换试次比重复试次诱发了更负的N2波幅和晚期负波,而且AY试次的错误率可以显著地预测转换试次的N2和晚期负波的波幅。结果表明,语言转换的线索加工可区分为由主动性控制调节的两个阶段,即“与非目标语言任务图式的分离”和“转入目标语言任务图式”的阶段。本研究为主动性控制参与语言转换过程提供了直接的实验证据。     

主动性人格与工作绩效：个体-组织匹配的调节作用

本研究的目的：考察主动性人格在中国企业内对工作绩效的预测性及个体-组织匹配在其中的调节作用。方法：研究以三家中国本土企业的253名员工为被试,使用修订过的主动性人格量表。结果：（1）除了大五人格和社会赞许性之外,主动性人格还可以解释工作绩效8．5％的方差变异;（2）整体分析时只有团队导向因素显著,单独分析时高新独资企业中注重细节因素、团队导向因素和结果导向因素有显著的调节作用;民营企业中尊重员工因素有显著的调节作用;国有企业中革新性因素和团队导向因素有显著的调节作用。结论：主动性人格可以有效地预测工作绩效,个体-组织匹配则根据不同的企业组织,不同的因素在主动性人格和工作绩效的关系中起调节作用。关于本研究的贡献与不足以及未来的研究方向都有所讨论。     

工作中的主动性行为的回顾与展望

工作中的主动性行为是旨在引起或促使变革的行为。它包括三个成分：自发性、前瞻性和变革性。组织行为学中得到较多关注的主动性行为包括主动改进工作方法、主动解决问题、个人主动性、寻求个性化的契约关系以及主动寻求反馈等行为。不同类型的主动性行为可以整合为三个高阶分类, 与角色外行为、适应性行为等有本质区别。主动性行为研究的逻辑关系网络包括前因变量、结果变量以及可能的调节变量。未来研究应基于中国特殊的文化和经济背景, 进一步整合主动性行为的内涵, 拓展研究领域。