Culture in the context of intercultural negotiation.

This study explores culture's effect on behaviors and outcomes in intercultural negotiation and examines how those effects are moderated by role. Eighty U.S. and international students took part in a previously developed negotiation task (Pruitt, 1981) and completed Hui and Triandis's (1986) individualism‐collectivism (INDCOL) scale. Negotiation interactions were coded for information sharing, offers, and distributive tactics. Findings show that a negotiation dyad's collectivism is positively associated with higher joint profit. The effects of culture on both communication behaviors and joint outcomes, however, differ by role of the negotiator. In particular, seller collectivism has larger and more consistent effects on communication behavior and joint profit than buyer collectivism. Results support a ‘culture in context’ perspective of negotiation that takes into account negotiator qualities, contextual and structural features of the negotiation, and mediating processes in addition to cultural values.     

Attachment styles,conflict styles and humour styles: interrelationships and associations with relationship satisfaction

Relationships among attachment styles, conflict styles and humour styles were examined in the context of romantic relationships. Each style was assumed to be based upon underlying assumptions about self and others, so relationships among the measures were predicted. A model assuming that the relationship of attachment styles to relationship satisfaction was partially mediated by the conflict styles and humour styles was tested. Overall, the predicted relationships among the three measures were supported. Conflict styles and humour styles reflecting attitudes about others were related to the avoidance attachment style, while those reflecting attitudes about the self were related to the anxiety attachment dimension. Conflict styles and humour styles were mediators of the association of attachment style with relationship satisfaction. Copyright © 2007 John Wiley & Sons, Ltd.     

THE CONTROL OF BIAS IN RATINGS: A THEORY OF RATING

Based on several years of research and a careful analysis of the rating process Wherry developed a theory of rating. An accurate rating is seen as being a function of three major components: Performance of the ratee, observation of that performance by the rater, and the recall of those observations by the rater. Cast in a mold of classical psychometric theory each of these components is seen as consisting of a systematic portion and a random portion. The systematic portion of each component is further broken down. The performance of the ratee is a combination of true ability or aptitude for the job and the influence of the environment. What the rater observes is a function the performance of the ratee and bias of observation and what the rater recalls is a result of those observations combined with a bias of recall. The development of the theory of rating unfolds by defining the various factors that affect each of these components in a series of linear equations. Various theorems and corollaries are proposed which should lead to a maximization of the true ability component of the ratee and minimize environmental influence and the bias and error components. The theorems and corollaries suggest testable hypotheses for the researcher in performance evaluation.     

Advancing a Richer View of Identity at Work: The Role‐Based Identity Scale

Identity has been studied extensively in several fields including organizational behavior, sociology, and psychology. Even though there have been significant advances, 2 areas of work deserve more attention. First, most empirical investigations have looked only at 1 or 2 identities at a time despite theoretical perspectives that indicate a need to address multiple identities simultaneously. Second, limited work using identity theory has been done in the human resource management (HRM) domain. The purpose of our research is to serve as a catalyst for future work by identifying 5 work‐relevant role‐based identities and creating a parsimonious measure for each. These metrics were tested, and initial evidence of their validity is provided using 6 independent samples. The empirical results suggest that the new measures in the role‐based identity scale can be useful in representing a more realistic and richer view of identity at work by simultaneously assessing 5 distinct role‐based identities.     

"Serial" effects in parallel models of reading

There is now considerable evidence showing that the time to read a word out loud is influenced by an interaction between orthographic length and lexicality. Given that length effects are interpreted by advocates of dual-route models as evidence of serial processing this would seem to pose a serious challenge to models of single word reading which postulate a common parallel processing mechanism for reading both words and nonwords (Coltheart, Rastle, Perry, Langdon, & Ziegler, 2001; Rastle, Havelka, Wydell, Coltheart, & Besner, 2009). However, an alternative explanation of these data is that visual processes outside the scope of existing parallel models are responsible for generating the word-length related phenomena (Seidenberg & Plaut, 1998). Here we demonstrate that a parallel model of single word reading can account for the differential word-length effects found in the naming latencies of words and nonwords, provided that it includes a mapping from visual to orthographic representations, and that the nature of those orthographic representations are not preconstrained. The model can also simulate other supposedly "serial" effects. The overall findings were consistent with the view that visual processing contributes substantially to the word-length effects in normal reading and provided evidence to support the single-route theory which assumes words and nonwords are processed in parallel by a common mechanism.     

A WORKER MOTIVATION SCALE

A 70 item questionnaire was constructed using the rationale of several current value/expectancy theories of motivation and the results of two prior factor analyses of motivation items. It was completed anonymously by 240 employed adults in 35 organizations and the resulting factor analysis yielded a hierarchical structure of motivation and eight reliable subscales. Direct and indirect criterion measures also obtained via the questionnaire and covering job characteristics/components; satisfaction (need) levels for n ach, n affil, n power ; the four elements of Heider's attribution theory of motivation; and salary, education and job classification were used to validate the subscales. Support for the criteria was found and promising validities were indicated. Lastly, personal, job and organizational variables were included with the motivation subscales and criteria in a subsequent factor analysis to examine moderator effects of the obtained validities. Results are discussed in terms of motivation theories, validities, moderator effects in study designs, and future use of the questionnaire by other researchers with business-industrial samples.