The indifferent

This article presents a portrait of indifference, a psychosocial analysis of middle class bystanding of social suffering. It arises as a way to tell a research story of colonially produced racism, classism, and denial. Together, these ways of being produce a mode of perception that denies reality, an active erasure that makes the indifferent apathetic. It is based on research in postcolonial Jamaica, yet some of its features can be recognized elsewhere, where bystanders bury their witness, their insight, concealing their understanding of other’s pain. Because this portrait is based on what male and female research participants said, “he/she” are used interchangeably throughout the portrait.     

Gender Bias on the Thematic Apperception Test

Thirty male and 30 female college students generated stories to a set of nine Thematic Apperception Test (TAT) cards with either male or female stimulus characters. The Fine scoring system was factor analyzed to produce seven factor clusters plus three outcome variables. Multiple analysis of variance (MANOVA) revealed a main effect for type of card. The female TAT cards elicited significantly more responses on the General Concerns scale than did the male TAT cards. A main effect for subject gender showed the females gave more responses than males on the Interpersonal Relations scale. No differences were found on the outcome variables.     

College Mothers' Academic Achievement Goals as Related to their Children's Attitudes Toward Learning

The present study considers the relationship between college mothers' academic achievement goals (both learning and performance) and the mothers' attitudes toward their children's schoolwork as well as the relationship between each of these sets of characteristics in mothers and their elementary-school-age children's attitudes about learning. Results indicate that a mother's adoption of learning goals in her college education is positively related to the endorsement of a process/indirect focus with respect to assisting and evaluating her child on academic tasks and is associated with more personal satisfaction with providing homework assistance and greater optimism concerning the benefits of such assistance. Results also suggest that college mothers with more of a learning goal orientation and/or more of a process/indirect focus have children who display a similar concern with learning and a positive attitude about homework. Mothers who adopted more of a person/product focus with respect to their child's schoolwork had children who were less likely to interpret homework and other school tasks as opportunities to learn.     

Performance Management: A Model and Research Agenda

Le management est confronté au défi lancé aux organisations quand elles doivent définir, mesurer et stimuler la performance des salariés avec pour objectif ultime d'améliorer la performance organisationnelle. La gestion des performances implique différents niveaux d'analyse et est manifestement reliée à l'évaluation des performances et aux thèmes relevant du management stratégique des ressources humaines (MRH). Cet article présente un modèle convenant à la gestion des performances qui combine des perspectives issues du MRH stratégique et des psychologies organisationelle et du travail. Le modèle intègre des éléments de différents niveaux et enrichit les modèles antérieurs en prenant explicitement en compte la perception des salariés, le rôle des supérieurs directs et une causalité qui peut être inversée. On présente enfin les défis que les futures recherches devront affronter.
Performance management deals with the challenge organisations face in defining, measuring, and stimulating employee performance with the ultimate goal of improving organisational performance. Thus, performance management involves multiple levels of analysis and is clearly linked to the topics studied in strategic human resource management (HRM) as well as performance appraisal. This paper presents a model for performance management combining insights from strategic HRM and work and organisational psychology. The model incorporates multi-level elements, and adds to previous models by explicitly incorporating employee perceptions, the role of direct supervisors, and possible reversed causality. Challenges for future research are also presented.     

Predicting post‐traumatic growth and post‐traumatic stress in firefighters

Emergency service workers (e.g., firefighters, police, and paramedics) are exposed to elevated levels of potentially traumatising events through the course of their work. Such exposure can have lasting negative consequences (e.g., post‐traumatic stress disorder (PTSD)) and/or positive outcomes (e.g., post‐traumatic growth (PTG)). Research had implicated trauma, occupational and personal variables that account for variance in post‐trauma outcomes yet at this stage no research has investigated these factors and their relative influence on both PTSD and PTG in a single study. Based in Calhoun and Tedeschi's model of PTG and previous research, in this study regression models of PTG and PTSD symptoms among 218 firefighters were tested. Results indicated organisational factors predicted symptoms of PTSD, while there was partial support for the hypothesis that coping and social support would be predictors of PTG. Experiencing multiple sources of trauma, higher levels of organisational and operational stress, and utilising cognitive reappraisal coping were all significant predictors of PTSD symptoms. Increases in PTG were predicted by experiencing trauma from multiple sources and the use of self‐care coping. Results highlight the importance of organisational factors in the development of PTSD symptoms, and of individual factors for promoting PTG.     

The interactive effects of belongingness and charisma on helping and compliance

This study tests the main and interactive effects of belongingness and perceived charismatic leadership on 2 forms of organizational citizenship behavior (helping and compliance). In line with expectations, a study of 115 manager-subordinate dyads demonstrates that employees show more helping (manager rated) when they have a stronger sense of belongingness at work and more helping as well as compliance when they perceive their leader to be more charismatic (subordinate rated). Belongingness partially mediates the relationship between charisma and helping. Also, as hypothesized, belongingness and charisma have interactive effects on employees' helping and compliance. The impact of perceived charisma on these behaviors is stronger for employees with a low sense of belongingness at work than for individuals with a higher sense of belongingness.     

When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy

Two multisource studies address the interactive effects of personal and contextual variables on employees' proactive behavior. In line with previous work, we find positive main effects of transformational leadership, role breadth self-efficacy, and job autonomy on employee proactive behavior (personal initiative in Study 1 and prosocial proactive behavior in Study 2). As expected, a 3-way interaction qualifies these main effects: In situations of high autonomy, transformational leadership relates positively to proactive behavior for individuals high (but not low) on self-efficacy. Vice versa, in situations low on job autonomy, transformational leadership relates positively to proactive behavior for individuals low (but not high) on self-efficacy. This pattern is found both for self-ratings and peer-ratings of employees' proactive behavior in Study 1 and for supervisor ratings of such behavior in Study 2.     

Charismatic leadership,environmental dynamism,and performance

Most studies relating charismatic leadership to performance have limitations concerning selection of criterion measures and investigation of moderators. Therefore, this study examines relationships between charismatic leadership and multiple performance outcomes under different levels of environmental dynamism (i.e., level of environmental uncertainty, degree of technological change) and per type of Chief Executive Officer (firm owner versus managing director). Results revealed that charismatic leadership was positively related to common-source and multi-source perceptual performance outcomes (i.e., subordinates' positive work attitude) and to organization profitability, but unrelated to organization liquidity and solvency. The relationship between charismatic leadership and perceptual performance was stronger under conditions of environmental uncertainty than under conditions of environmental certainty. Furthermore, charismatic leadership was more strongly related to organization profitability for firm owners than for managing directors who do not own their firm. The results are discussed and several potentially fruitful avenues for future research on charismatic leadership and employee as well as organizational performance are presented.