Outreach and Exclusion: Jewish Denominational Marketing in the Early 20th Century

How do religious denominations select potential adherents? Previous literature indicates that market niches direct this decision, yet few studies examine how religious groups determine their niche. Analyzing annual reports and periodicals of Reform and Conservative Jewish organizations from 1910 to 1955, I find that the two denominations responded differently to the mass influx of Jewish immigrants at the turn of the 20th century. Compared to the Conservative organization, which openly welcomed new immigrants, the Reform organization actively chose not to recruit them. Reform statements make it clear that this decision was a result of how working‐class, Eastern European immigrants threatened their American‐centered organizational identity. This finding suggests that religious institutions carefully consider their organizational identity based on nativity, ethnicity, and social class when determining whom to include in their market niche.     

心理契约履行和组织公民行为之间的关系研究

本研究在对159名在职人员的调查的基础上,比较全面地考察了心理契约的内容,并对心理契约实际履行情况带来的影响做了研究。结果发现：不同心理契约履行水平下,员工的组织公民行为存在显著差异。因此,我们可以认为如果要提高员工的组织公民行为,组织应该最大程度地履行员工的心理契约。这反映了员工与组织之间互惠交换关系的本质。另外,不同内容的心理契约履行带来的组织公民行为的提高,具体表现在不同方面。     

Social and emotional self‐efficacy at work

Research has shown that self‐efficacy is often one of the most important personal resources in the work context. However, because this research has focused on cognitive and task‐oriented self‐efficacy, little is known about social and emotional dimensions of self‐efficacy at work. The main aim of the present study was to investigate social and emotional self‐efficacy dimensions at work and to compare them to a cognitive and task‐oriented dimension. Scales to measure social and emotional self‐efficacy at work were developed and validated and found to be well differentiated from the cognitive task‐oriented occupational self‐efficacy scale. Confirmatory factor analyses of data from 226 Swedish and 591 German employees resulted in four separate but correlated self‐efficacy dimensions: (1) occupational; (2) social; (3) self‐oriented emotional; and (4) other‐oriented emotional. Social self‐efficacy explained additional variance in team climate and emotional self‐efficacy in emotional irritation and emotional exhaustion, over and above effects of occupational self‐efficacy. Men reported higher occupational self‐efficacy, whereas social and emotional self‐efficacy revealed no clear gender differences. The scales have strong psychometric properties in both Swedish and German language versions. The positive association between social self‐efficacy and team climate, and the negative relationships between self‐oriented emotional self‐efficacy and emotional irritation and emotional exhaustion may provide promising tools for practical applications in work settings such as team‐building, staff development, recruitment or other training programs aiming for work place health promotion. The next step will be to study how social and emotional self‐efficacy relate to leadership, well‐being and health over time.     

影响研究生自我实现的因素及实现途径探析

自我实现是学校教育的重要目标之一,也是研究生自身的人生追求。本文主要从研究生自身、环境因素、文化因素三个层面分析研究生自我实现的影响因素,并从充分活跃地体验生活、适应人格市场、学会选择等方面探讨促使研究生达到自我实现的途径。     

组织类型与员工建言行为的关系探索：基于权力的视角

研究目的是探索中国背景下国有企业、民营企业、外资企业、政府机关四类组织中员工建言行为的差异,及员工个人权力感和权力动机的中介作用。采用问卷法对员工和管理者进行配对取样调查,通过对回收的324份有效问卷进行数据分析。结果表明,员工建言行为在四种组织类型中存在显著性差异,而员工个人权力感和权力动机在其中起到中介作用。此外,研究还发现,权力距离倾向在组织类型和个人权力感之间起到调节作用。最后,研究梳理了组织类型与建言行为的关系模型,并对未来研究做了展望。     

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.     

The Interactive Effects of Self‐Perceptions and Job Requirements on Creative Problem Solving

Over the years, researchers have focused on ways to facilitate creativity in the workplace by looking at individual factors and organizational factors that affect employee creativity (Woodman, Sawyer, & Griffin, 1993 ). In many cases, the factors that affect creativity are examined independently. In other words, it is uncommon for researchers to look at the interaction among individual and organizational factors. In this study, it is argued that to get a true understanding of how to maximize creativity in the workplace, organizational researchers must look at the interaction between organizational factors and individual factors that affect employee creativity. More specifically, the current study looked at an individual's perceptions about his or her ability to be creative (i.e., individual factor) and perceptions of requirements for creativity in the workplace (i.e., an organizational factor). The results indicated that individuals who have a high belief about their ability to be creative (an individual factor) were most creative when they also perceived requirements for creativity in the workplace (an organizational factor). Furthermore, individuals who had low perceptions of creative ability were still able to perform creatively when they had high perceptions of requirements for creativity. This suggests that, to maximize creativity, organizations should focus on both individual and organizational factors that affect employee creativity.     

Index to Volume 122

I examined the impact of first names on ratings of physical attractiveness as judged by British undergraduate subjects using male and female full-face pictures presented on photographic slides. The photographs were identified with attractive names, unattractive names, or without any name indicated. Subjects rated the stimulus figures for physical attractiveness. Names accounted for approximately 6% of the variance in subjects' ratings of physical attractiveness. This effect was highly significant for pictures of women (p < .001), but nonsignificant for pictures of men (p > .05).     

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.