The effects of prosodic features and wordlikeness on nonword repetition performance among young Japanese children1

This study investigated how prosodic aspects and wordlikeness of nonwords affect young Japanese children's repetition of nonwords. We contrasted two conditions in which a nonword comprised of two morae was pronounced with and without a small pause between the two morae. We also manipulated accent patterns of presentation of nonwords. The results indicated that the presence of a small pause in a nonword had a facilitating effect on the repetition of nonwords. The advantage of high‐wordlike sequences over low‐wordlike sequences was observed only when the sequence was presented without a pause. In contrast, the effect of accent patterns of presentation interacted with vocabulary sizes of children. These results were interpreted in terms of the framework of phonological working memory and the segmentation of the spoken Japanese language.     

THE ROLE OF JOB EMBEDDEDNESS ON EMPLOYEE PERFORMANCE: THE INTERACTIVE EFFECTS WITH LEADER–MEMBER EXCHANGE AND ORGANIZATION‐BASED SELF‐ESTEEM

Although job embeddedness was originally conceptualized to explain job stability or “why people stay” in their organizations, this investigation examines the role of job embeddedness as a hypothesized moderator of relationships among leader–member exchange (LMX), organization‐based self‐esteem (OBSE), organizational citizenship behaviors (OCBs), and task performance. Findings from 2 studies involving 367 employees and 41 supervisors, 1 in a telecommunications company and another in a manufacturing setting, support hypotheses concerning job embeddedness as a moderator of the relationship between (a) LMX and task performance within a telecommunication sample and LMX and OCBs in a sample of manufacturing employees, and (b) OBSE and OCBs in a manufacturing sample. Further, a hypothesized 3‐way interaction involving job embeddedness, LMX, and OBSE on task performance was found in a sample of manufacturing employees. The implications of these findings for studying and managing job embeddedness in relation to employee performance are discussed.