Responsibility-Inducing interventions with Older Clients

Robb, S.S., & Stegman, C.E. (1983). Companion animals and elderly people: A challenge for evaluators of social support. The Gerontologist, 23, 277–282. Ory, M.G., & Goldberg, E.L. (1983). Pet possession and well-being in elderly women. Research on Aging, 5, 389–409. Banziger, G., & Roush, S. (1983). Nursing homes for the birds: A control-relevant intervention with bird feeders. The Gerontologist, 23, 527–531.     

INTUITIVE-THEORETICAL SCALES OF CONTENT AND CONTEXT SATISFACTION

Evidence has suggested the usefulness of viewing job satisfaction as composed of content and context aspects. Armstrong attempted to develop intuitive-theoretical scales measuring content and context satisfaction but the scales lacked discriminant validity. The present study attempted the development of content and context scales based on Schletzer's overall job satisfaction instrument. After the criteria of internal consistency and discriminant validity were applied in refining scales, it was found that the inter-correlation between content and context scales after correction for attenuation was 0.06 and 0.05 for two separate samples of professional workers. It was concluded that the data provided some support for the content-context dichotomy. Application of the new scales and the general method for developing scales in industrial and organizational psychology are considered.     

LEADER INFLUENCE IN THE ASSESSMENT OF PERFORMANCE

The role requirements of leaders in an assessment group context were manipulated in a laboratory simulation. Discussion leaders (chairholders) either did or did not have first hand contact with an individual who was being assessed. Furthermore, chairholders were either allowed a formal say in the group's decision or were not. As predicted, different configurations of role requirements had an impact on the influence wielded by the chair, as indexed by measures of group process, group decision, accuracy and group member attitudes. Both prior contact and voting rights had direct and interactive effects and served to increase chair influence. Particular role requirement combinations also produced a type of group disruption as reflected in group member ratings of the quality of the session. The results of the study are discussed in forms of implications for the standardization of procedures in assessment center programs.     

Self-Psychology,Shame, and Adolescent Suicide: Theoretical and Practical Considerations

Using the psychoanalytic self-psychology of Heinz Kohut as the theoretical foundation of this article, the authors discuss the role of shame in adolescent suicidal behaviors. Shame is described as a central component of suicidal behavior within the context of adolescence, a fundamental stage in the development of the healthy self. Normal and pathological self-development are described and important issues pertaining to the development of the self during adolescence are explored. A theoretical explanation of adolescent suicidal behavior from a self-psychology perspective is offered. Finally, suggestions for treatment of the suicidal adolescent and an illustrative clinical vignette are presented.     

TASK-RELEVANT CONTROL IN ORGANIZATIONS1

Studies of organizational power using questionnaire measures of perceived control have usually asked respondents, “How much influence do (various groups in the hierarchy) have on what goes on in your organization?” The present study measured such general control, plus control over specific task-relevant responsibilities. Data were obtained from 526 individuals at four hierarchical levels in 20 regional offices of an insurance company. Predicted relationships between total general control and task-relevant control and an independent measure of effectiveness were only partially supported. The general manager's control was more important than expected. However, measuring task-relevant control could be a useful management tool, and could help future research explicate relationships between control and effectiveness.     

HOW LEADER–MEMBER EXCHANGE INFLUENCES EFFECTIVE WORK BEHAVIORS: SOCIAL EXCHANGE AND INTERNAL–EXTERNAL EFFICACY PERSPECTIVES

In this article, we propose and test an integrative theory of leader–member exchange (LMX) that extends our understanding of the mechanisms affecting LMX and important organizational outcomes. We argue that LMX enhances job performance and organizational citizenship behaviors (OCBs) through 2 sets of processes. As a result of a social exchange process, high LMX managers encourage reciprocal obligations. These obligations are manifested as subordinate commitment to their supervisors. This commitment, in turn, prompts more OCBs and higher job performance. Through a second process, high LMX supervisors enhance their subordinates’ self‐efficacy and means efficacy, thereby improving job performance. Results of a field study support our predictions. Theoretical and practical implications and directions for future research are discussed.