Rivals without a cause? Relative performance feedback creates destructive competition despite aligned incentives

Whether people compete or cooperate with each other has consequences for their own performance and that of organizations. To explain why people compete or cooperate, previous research has focused on two main factors: situational outcome structures and personality types. Here, we propose that—above and beyond these two factors—situational cues, such as the format in which people receive feedback, strongly affect whether they act competitively, cooperatively, or individualistically. Results of a laboratory experiment support our theorizing: After receiving ranking feedback, both students and experienced managers treated group situations with cooperative outcome structures as competitive and were in consequence willing to forgo guaranteed financial gains to pursue a—financially irrelevant—better rank. Conversely, in dilemma situations, feedback based on the joint group outcome led to more cooperation than ranking feedback. Our study contributes to research on competition, cooperation, interdependence theory, forced ranking, and the design of information environments.     

Unanswered questions in assessment center research

This study compared the predictive validity of two types of overall assessment center ratings (clinical and mechanical) and two types of performance ratings (supervisor and subordinate). Data were gathered on approximately 50 law enforcement agency managers over a four-year time span. Results indicated that clinical predictions were not significantly better than mechanical ones and that prior performance ratings were better predictors of future performance ratings than were assessment centers. Further, dimension ratings within the assessment center were found to be unrelated to ratings of the same dimensions on the job four years later, supporting the notion of subtle criterion contamination (Klimoski & Strickland, 1977) and raising questions about the central assumptions underlying the assessment center approach.     

EFFECTS OF HIGH-PROBABILITY REQUESTS ON THE SOCIAL INTERACTIONS OF YOUNG CHILDREN WITH SEVERE DISABILITIES

High-probability requests were used to increase social interactions in 3 young boys with severe disabilities who had been identified as severely socially withdrawn. A multiple baseline design across participants was used to evaluate the effects of high-probability request intervention on (a) social initiations, (b) social responses, (c) continued interactions, and (d) performance of high- and low-probability requests. The students were observed in a second setting to examine generalization effects across peers who did not participate in the training sequence and settings. The results demonstrated that the high-probability requests increased the students' responsiveness to low-probability requests to initiate social behavior. Increases were also found in (a) unprompted initiations and extended interactions to the training peers, (b) unprompted initiations and extended interactions to peers who were not involved in the training procedure, and (c) generalized unprompted initiations and interactions in a second nontraining setting. The students maintained increased levels of initiations and interactions after all prompts were removed from both the training and nontraining settings.     

Effects of retention interval and modality on sensory and semantic trace information

Subjects studied a long list of individual words that were presented either visually or auditorily. Recall was tested immediately or after a filled delay by using either word endings or taxonomic categories as extralist retrieval cues. Two interactions were of particular interest. First, word ending cues were just as effective as taxonomic cues on the immediate test. On the delayed test, however, ending cues were less effective. This result suggests that sensory information encoded about a word decays at a faster rate than semantic information. Second, although modality had no observable influence on the taxonomic cues, word ending cues were more effective when all items were shown visually than when they were presented auditorily. Taken together, these findings indicate that the visual features of words are encoded at study and that this information can be accessed during test if it is recapitulated by the retrieval cue shortly after acquisition.     

Effect of Diagnosis and Personality on Impression Formation1

Nurses were asked to rate patients differing in diagnosis and personality type. Two diagnosis conditions (psychogenic or physiogenic) were compared across two personality conditions: Mr. Cummings, a hypothetical patient presented to nurse/subjects via audiotape, willingly disclosed information about his illness in a nonemotional manner; while Mr. Lockwood, the second “patient”, disclosed less and was more emotional. Two control conditions were also included: One measured subjects' reactions to the personality type independent of diagnostic label; the second determined nurses' stereotypic reactions to the two diagnostic labels alone. Subjects reacted more favorably to Mr. Cummings than to Mr. Lockwood regardless of Cummings' diagnosis. Nurses' impressions of Mr. Lockwood, on the other hand, varied as a function of his diagnosis.     

Getting older and living up to implicit followership theories: Implications for employee psychological health and job attitudes

Age discrimination at work is a widespread destructive phenomenon that often takes subtle forms. Based on negative stereotypes about older employees, we argue that older employees often experience that they are perceived as less ideal followers than younger employees. We propose that older and younger employees do not differ in what they assume their supervisors expect of an ideal follower (implicit followership theories, IFTs). Thus, we hypothesize that older employees perceive that they compare less favorably to their supervisors' IFTs than younger employees (i.e., worse IFT-fit). This should entail lower quality of the relationship between leader and follower (leader-member-exchange, LMX), which, in turn, should have detrimental effects on employees' health (i.e., burnout) and job attitudes (i.e., job satisfaction, turnover intentions, and identification). We tested our model in a field study with 379 employees. Results differed for ideal and counter-ideal follower attributes. Concerning counter-ideal follower attributes (e.g., being incompetent), age had the proposed negative effect on psychological health and job attitudes that mediated through IFT-fit and LMX. Concerning ideal follower attributes (e.g., thinking ahead), older employees expected their supervisors not only to think less of them than of their younger colleagues, but also expected them to have less demanding IFTs—contrary to our expectations. Employee age was negatively related to psychological health and job attitudes, mediated through lower perceived IFTs, worse perceived appraisal of the actual employee and their joint effects on LMX.