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31.
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.  相似文献   
32.
Optimism as modifier of escalation of commitment   总被引:1,自引:0,他引:1  
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.  相似文献   
33.
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.  相似文献   
34.
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.  相似文献   
35.
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.  相似文献   
36.
In this study, the authors examined the interplay between biomechanics and control strategies in the resolution of excess degrees of freedom at the joint level. Seven participants made aimed arm movements from 30 starting points and several starting postures to targets. Final arm postures for movements to a target exhibited substantial joint angle variation. Through regression modeling and by comparing observed final arm postures with biomechanically plausible postures, the authors identified 3 kinematic strategies: (a) Maintain deviations from the average angle at the starting point to the joint's final posture; (b) make torso rotations that are a fixed proportion of shoulder rotations; and (c) adopt a characteristic combination of 4 wrist-positioning approaches. The results demonstrated that kinematic strategies can account for substantial variance in final arm postures, if one takes into account 2 types of individual differences—those that arise inevitably from biomechanical constraints and those that reflect choices in movement strategy.  相似文献   
37.
Joint position sense (JPS) is important in the maintenance of optimal movement coordination of limb segments in functional activities. Researchers have shown that the sensitivity of musculotendinous mechanoreceptors increases as muscle activation levels increase. In the present study, when 25 participants tried to replicate the same presented position, both vector and elevation angle repositioning errors decreased linearly as the external load increased up to 40% above unloaded shoulder torque. However, external load had no effect on plane repositioning error. The results indicated that JPS increased under conditions of increasing external load but only in the direction of the applied load. That finding indicates that JPS acuity improves as muscle activation levels increase.  相似文献   
38.
Forty subjects took part in a one-handed catching task in which the period for which the mechanically projected tennis ball was illuminated in flight was varied systematically. Additionally, they were tested for (a) static visual acuity and (b) dynamic visual acuity, in which angular velocity was varied. As expected, both viewing period in the catching task and angular velocity in the acuity task were significant variables in performance. Correlation and principal-components analyses confirmed the findings of a previous experiment in that the correlated static visual acuity tasks were unrelated to both dynamic visual acuity (even when angular velocity was only 75°/sec) and catching performance. Further, dynamic acuity and catching were related under the majority of the combinations, and most frequently at the highest angular velocity, a fact which suggested that the dynamic element in both tasks is the common factor.  相似文献   
39.
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.  相似文献   
40.
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.  相似文献   
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