Entry and exit as embodied career choice in professional sport

The concept of an embodied career draws attention to the individual, corporally, socially, culturally and institutionally located in relationship with work. Career theories have tended to focus on psychological and social variables and measurements that narrow understanding of contexts and agency. It is thus timely to consider a more holistic approach to understanding contemporary careers as embodied processes. The paper works on three levels; first as an empirical illustration of professional sports careers as short-term careers, second as an application of Bourdieu's habitus to understand the relationship between social fields and accounts of career choice and, third in order to draw parallels with the embodied nature of work in a more general sense. Utilising empirical material from a study of elite UK professional rugby players, it is argued that understanding an embodied-career resonates with present concerns regarding career patterns of short-term contracts, which require the individual to be committed, flexible and adaptable, be prepared for exit, and yet remain immersed and dedicated to the current sphere of employment. It is proposed that this kind of immersion requires alternatives to be, temporarily at least, silenced and in this context renders the accrual of bodily capital as fit, but only temporarily fit for purpose.     

Optimism as modifier of escalation of commitment

To study whether optimism-pessimism modifies escalation of commitment, 52 undergraduates were told that they had made an unsuccessful investment, then they chose to continue or discontinue this investment. Optimism about future returns was induced in one group by varying the probability of a successful outcome from an initial low to medium, pessimism was induced in another group by varying this probability from an initial high to medium. Supporting the assumption of the manipulation, the results showed that optimistic participants preferred to continue investments whereas pessimistic participants preferred not to. As predicted, when the sunk cost increased, optimism led to escalation of commitment, whereas pessimism led to de-escalation of commitment. These effects were strengthened when probability of a successful outcome was ambiguous.     

Effects of team and organizational commitment – A longitudinal study

Retention management, i.e., keeping qualified employees, is a top priority for contemporary organizations. Commitment, and especially team commitment, can be the key to mastering this challenge. There is a lack of longitudinal research concerning the development and the direction of the effects of team commitment over time. In a longitudinal field-study design with three points of measurement, a total of 360 employees in 52 semi-autonomous industrial teams were surveyed over a period of three years. On the one hand, organizational commitment showed stronger effects on organization-related criteria (job satisfaction and intention to leave). These effects were consistent over the three points of measurement. Team commitment, on the other hand, affected team-related criteria (team performance and altruism). Longitudinal analyses confirmed the effects of organizational commitment on job satisfaction and intention to leave, and of team commitment on team performance and altruism. Moreover, these effects increased over time. Theoretical and practical implications of these findings are discussed.     

A randomised worksite comparison of acceptance and commitment therapy and stress inoculation training

In this comparative intervention study, 107 working individuals with above average levels of distress were randomly assigned to one of three conditions: acceptance and commitment therapy (ACT; n = 37); stress inoculation training (SIT; n = 37); or a waitlist control group (n = 33). The interventions were delivered to small groups in the workplace via two half-day training sessions. ACT and SIT were found to be equally effective in reducing psychological distress across a three month assessment period. Mediation analysis indicated that the beneficial impact of ACT on mental health resulted from an increase in psychological flexibility rather than from a change in dysfunctional cognitive content. Contrary to hypothesis, a reduction in dysfunctional cognitions did not mediate change in the SIT condition. Results suggest that the worksite may offer a useful, yet underutilised, arena for testing cognitive-behavioural theories of change.     

Bases of social power,leadership styles,and organizational commitment

Affective organizational commitment reflects the extent to which organizational members are loyal and willing to work toward organizational objectives (Meyer & Allen, 1997). In particular, affective organizational commitment holds very important implications at all organizational levels (e.g., turnover rates, performance, and citizenship behavior). Whereas previous research has evinced the positive influence of transformational and charismatic leadership styles on affective commitment toward the organization (Bass & Avolio, 1994), little is known with regard to the nature of this relationship. In line with the interpersonal power/interaction model, the present investigation aimed to investigate the mechanism at play between transformational leadership style and affective organizational commitment. Specifically, we hypothesized that transformational leadership style would increase affective organizational commitment through its effect on willingness to comply with soft bases of power. In two studies, we subjected the foregoing hypotheses to empirical scrutiny. In Study 1, the proposed mediation model was empirically supported with Italian employees in the public sector. Attesting to the robustness of our findings, Study 2 replicated the findings of Study 1 with Italian employees from the public and private sectors. In addition, Study 2 replicated Study 1 using a different measure of transformational leadership. Both Study 1 and Study 2 provided results consistent with our hypotheses. Specifically, the present paper reports empirical evidence that (1) the more participants report having a transformational leader, the more willing they become to comply with soft (but not harsh) power bases, (2) in turn, greater willingness to comply with soft (but not harsh) power bases increases one's affective organizational commitment. These findings provide additional support for the interpersonal power/interaction model and pave the way for new research directions.     

Organizational Commitment,Job Satisfaction,and Effort in the Service Environment

Investigations of the causal relationship between organizational commitment and job satisfaction have yielded contradictory findings. Little empirical research has looked at this complex relationship in the context of work effort. The purpose of this study was to determine how these variables interact in the service environment. Using a sample of 425 employees in two service organizations, the author tested two structural equation models. The hypothesized model with organizational commitment as a moderator between job satisfaction and service effort fit better than a model with job satisfaction as moderator did. Conceptual implications are discussed, and suggestions for future research are made.     

A Method for the Study of Personality Reactions in Preschool age Children by Means of Analysis of their Play

This investigation studied variability in visual thresholds for six subjects for 50 consecutive days. The results show the following:

1. Session-to-session variability agrees closely with the variability estimates made by Hecht and Zegers.

2. No periodic or cyclic trends appeared for the group or for any individual subject.

3. For all six subjects for the first 15 days of testing, a learning phenomenon was observed for the mean and standard-deviation data. There was a slow rise over the last 10 days of testing for the mean, but not for the standard-deviation data. (A discussion of the possible causes of the rise of the mean over the last 10 days suggested the influence of extraneous factors, such as boredom and fatigue.)

4. No effect of the menstrual cycle upon the threshold values was found.

4. No effect of the menstrual cycle upon the threshold values was found.     

早中期青少年未来规划的发展及其与父母教养行为的关系：行为自主的中介效应*

采用追踪设计,以948名初中和高中学生为被试,在考察早中期青少年对教育和职业领域的未来规划发展特点的基础上,探讨了父母教养行为对青少年未来规划的预测作用以及青少年行为自主在其中的中介效应。结果表明：(1)在两次测量中,中期青少年的教育探索水平增长,早期青少年的教育探索变化不显著;早期青少年的职业探索和投入水平均高于中期青少年。(2)父母的接纳/参与能正向预测青少年当时及以后对教育和职业的探索和投入;父母的严厉/监督仅能正向预测青少年当时的教育探索和投入。(3)行为自主在父母的接纳/参与对青少年未来规划的预测中起部分中介效应。     

An Exploratory Assessment of Sales Culture Variables: Strategic Implications Within the Banking Industry

Growing, or even simply sustaining, profitability in today's rapidly changing environment is a daunting task. Today's firm must contend with increasing competition, changing customer requirements, and unprecedented technological change. Further, changing government regulations, such as the recent wave of deregulation, have dramatically changed the way business has traditionally been done in certain industries. In such a turbulent environment many firms have discovered that a total organizational sales effort is necessary. For many firms, this means a paradigm shift that involves strengthening their sales culture.

The purpose of this study is to empirically examine the sales culture (SC) concept and discuss its importance in contemporary business strategy. First, we will discuss market orientation from a corporate culture perspective. Second, the sales culture component of a market orientation will be defined and examined. Third, an exploratory investigation of constructs associated with sales culture will be investigated using an example taken from an industry that is experiencing rapid change, the banking industry. Finally, strategic implications, limitations and suggestions for future research will be shared.     

Maintaining a healthy diet: Effects of personality and self-reward versus self-punishment on commitment to and enactment of self-chosen and assigned goals

Abstract

A theory decomposing volition into four modes of central organization of executive control functions is outlined. These modes include (1) an autonomy-oriented mode (“self-regulation”) which is facilitated by challenging conditions and positive mood, (2) a self-suppressive mode oriented toward external-control (“self-control”) facilitated by negative mood and two modes associated with volitional inhibition (“state orientation”). Two experiments are reported that test predicted interactions between dispositional and situational factors in determining commitment to and actual enactment of self-chosen versus assigned activities directed at changing nutritional behavior. The results confirm the predicted disordinal interactions: The degree of commitment to and enactment of intended behavioral changes depends upon an interaction between personality (volitional styles), type of self-regulatory task (eat more healthy versus avoid unhealthy food), and instructional focus on easy versus difficult steps (Study 1) or self-reward versus self-punishment strategies (Study 2). Practical implications for designing intervention procedures according to individual personality characteristics and situational constraints are discussed.