Problem definition and information provision by federal bureaucrats

Federal bureaucrats are important sources of information about policy problems. However, federal officials compete for this influence with organized interests plying their own problems and solutions. We attribute the differential agenda influence of the federal bureaucracy to efforts in Congress to construct workable problem definitions in a context of uncertainty about issues. From both behavioral and rational models of congressional decision making, we develop a theory of congressional search for information during problem definition under conditions of uncertainty. The theory presages the prominence of federal bureaucrats in this search, and especially under uncertainty. Using new data sets capturing the appearance of federal bureaucrats at congressional hearings, we find that the mobilization, prominence, and types of federal bureaucrats providing information is explainable in terms of congressional uncertainty about problem definitions.     

Investigating curvilinear relationships of explicit and implicit aggression with workplace outcomes

ABSTRACT

Although previous research has demonstrated the value of integrating explicit and implicit measures of aggression for predicting workplace outcomes, such investigations only examined linear and interactive effects. Here we examine nonlinear (i.e., curvilinear) effects of explicit and implicit aggression, which revealed subtleties in the manifestation of aggression. We found significant curvilinear effects of explicit aggression on peer-reported deviance (property deviance, production deviance, and personal aggression). In each case, deviance was lowest when explicit aggression was low, and increased as explicit aggression increased. However, production and property deviance decreased at elevated levels of explicit aggression. In contrast, for disciplinary actions, explicit and implicit aggression interacted, but there was also a curvilinear effect of implicit aggression. This pattern led to discipline being highest when explicit and implicit aggression were very incongruent, but being quite low when they were congruent. The results show that examining nonlinear effects with respect to explicit and implicit aggression can reveal unexpected relationships when predicting peer-reported criteria or organizational personnel data. Propositions for future research on the relationship of personality to workplace outcomes are presented deriving from the trait activation model, and implications for workplace interventions are discussed.