Public knowledge,attitudes, and beliefs about homeless people: Evidence for compassion fatigue?

Media reports suggest that the public is becoming impatient with the homeless—that so-called “compassion fatigue” has gripped the nation. This characterization of public sentiment could have important policy consequences—restrictive measures can be justified by growing public impatience, and progressive housing policies seem infeasible within a hostile climate of opinion. But evidence to support the compassion fatigue notion is anecdotal. We examine the issue by tracking the results of public opinion polls and by reporting detailed evidence from a nationwide random-digit dial telephone survey (N=1,507) concerning knowledge attitudes and beliefs about homeless people. To be sure, the public sees homelessness as an undesirable social problem and wants something done about it. However, although the homeless are clearly stigmatized, there is little evidence to suggest that the public has lost compassion and is unwilling to support policies to help homeless people.     

An empirical test of a comprehensive model of intrapersonal empowerment in the workplace

A comprehensive model of intrapersonal empowerment in the workplace posits that empowerment mediates the relationship between the social structural context and behavioral outcomes. The social structural context is operationalized as perceptions of role ambiguity, sociopolitical support, access to strategic information and resources, and work unit culture, whereas behavioral outcomes are operationalized as innovativeness and effectiveness. The model is examined on a sample of 324 middle managers from different units of a Fortune 50 organization. Survey data are examined using a series of regression analyses to assess the mediating effect of intrapersonal. Results suggest that intrapersonal empowerment mediates the relationship between some elements of workplace social structure and innovativeness, but not effectiveness. Although not a mediating mechanism for effectiveness, intrapersonal empowerment is nonetheless directly related to effectiveness (as assessed by the respondent's subordinates). Implications of the results are discussed as are study limitations and directions for future research. This paper is based on the author's dissertation, presented in partial fulfillment of the requirement for the doctoral degree at the University of Michigan. I am grateful to my dissertation committee which included Robert E. Quinn (chair), Susan Ashford, Richard Bagozzi, Karl Weick, and Marc Zimmerman for their thoughtful guidance. Thanks is also extended to Neil Sendelbach for his help in facilitating data collection. The University of Michigan and the University of Southern California both provided financial support for this research. This paper was prepared while the author was a Zumberge Fellow at the University of Southern California.