The Mating Sociometer and Attractive Others: A Double-Edged Sword in Romantic Relationships

Eighty-one participants were recruited to test the sensitivity of the mating sociometer to mate-value feedback in the context of ongoing intimate relationships. Experiences of social rejection/acceptance by attractive opposite-sex confederates were manipulated. The effects of this manipulation on self-esteem, relationship satisfaction and commitment, perceptions of dating alternatives, and friendship-dedication were assessed. Social rejection/acceptance by members of the opposite sex altered relationship satisfaction and commitment; this causal link was amplified by changes in state self-esteem; and these effects were specific to intimate relationships and did not generalize to friendship-dedication. This research supports a domain-specific conceptualization of sociometer theory, extending the theory in important directions.     

大学生的基本兴趣及其与专业承诺的关系

该研究调查了1304名来自18个不同专业领域的大学生的基本兴趣和专业承诺,并用回归法分析了特定基本兴趣与专业承诺之间的关系.结果发现：（1）大学生的31种基本兴趣在二维空间中呈现近似圆形的排列,且基本兴趣结构上的性别差异不明显;（2）在14个专业领域内大学生的特定基本兴趣能显著预测其专业承诺,所解释的变异量平均为20％,接近中等水平的效果大小;（3）在不同专业领域内基本兴趣对专业承诺的影响效果大小有所不同.     

Getting credit for OCBs: potential costs of being a good actor vs. a good soldier

Employing a sample of 197 employee-supervisor dyads, we explore whether employees’ attitudes and underlying motivation for engaging in organizational citizenship behaviours (OCBs) differentially relate to supervisors’ assessments of their individual performance and reward recommendations. We theorized that employees who perform OCBs with self-serving motives would be low on affective commitment and high on equity sensitivity, and that such individuals would receive lower performance ratings and fewer reward recommendations than those who are high on affective commitment, low on equity sensitivity, and more selflessly motivated. Our results suggest that employees with high affective commitment, low equity sensitivity, and high selfless motives were more likely to receive positive supervisor performance ratings and high reward recommendations. We also found that affective commitment moderated the mediating path of prosocial values (a selfless motive) on the relationship between OCBs and reward recommendations. Practical implications and future research directions are discussed.     

Experiential Avoidance: An Examination of the Construct Validity of the AAQ-II and MEAQ

Experiential avoidance (also referred to as acceptance or psychological flexibility) is a core construct of third-wave behavior therapies. It is the tendency to avoid uncomfortable thoughts or feelings, even when doing so has negative long-term consequences. In order for developments in experiential avoidance and third-wave behavior therapies to continue, it is imperative to examine the construct validity of the most widely used measures of this construct, the Acceptance and Action Questionnaire–II (AAQ-II) and the Multidimensional Experiential Avoidance Questionnaire (MEAQ). In Amazon’s Mechanical Turk (N = 1,052) and college (N = 364) samples, we evaluated the construct validity of these measures. The AAQ-II demonstrated suboptimal patterns of convergent and discriminant validity with measures of neuroticism/negative affect (Big Five Inventory, Big Five Aspects Scale, Positive and Negative Affect Schedule), the MEAQ, and mindfulness (Five Factor Mindfulness Questionnaire). In contrast, the MEAQ demonstrated optimal convergent and discriminant validity. Factor analyses at the scale, subscale, and item levels demonstrated that the AAQ-II loads with indicators of neuroticism/negative affect and not with other constructs at the core of third-wave behavior therapies. In contrast, the MEAQ loads on factors with mindfulness or forms its own factors. These findings suggest the AAQ-II functions as a measure of neuroticism/negative affect, whereas the MEAQ functions as an indicator of experiential avoidance. These findings have substantial implications for research on experiential avoidance and third-wave behavior therapies. Therefore, in order to improve the theory, research, and practice of third-wave behavior therapies, we recommend using the MEAQ to assess experiential avoidance.     

Linking Individual Value Orientations to Employee Attitudes: An Exploratory Analysis

This study tested the relationships of individualism, power distance, and mastery orientation to 2 employee attitudes (organizational trust and organizational commitment) that are associated with employees’ psychological benefits within the organization. Results from university employees (N = 706) showed that individualism negatively, whereas mastery positively, related to trust and commitment. Power distance positively related to trust only. The moderating role of mastery was also identified. These findings can help employment or organizational counselors to appreciate value‐related factors that facilitate employees in psychologically integrating into the organization and to explore new ways for employers to foster employees’ positive attitudes.     

My Mentor,My Self: Antecedents and Outcomes of Perceived Similarity in Mentoring Relationships

This study examines the antecedents and outcomes of perceived similarity in mentoring relationships in a sample of 82 matched mentor-protégé dyads. Polynomial regression analyses were used to examine the association between actual and perceived similarity. Protégés were more likely to see themselves as similar to their mentors when they and their mentors shared either higher or lower levels of attachment security. However, sharing similar levels of relational self-construal was unrelated to protégés perceptions of similarity with their mentors. Path analyses revealed that protégés reported more organizational and professional commitment when they saw themselves as similar to their mentors, and that these associations were mediated by protégés’ reports of their mentors providing role modeling functions. These findings suggest that the effects of actual mentor-protégé similarity on perceptions of similarity may depend on the shared attribute, and provide further evidence of the importance of perceived similarity to not only mentoring relationships, but also to organizations.     

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.