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  • 1
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Personnel psychology 45 (1992), S. 0 
    ISSN: 1744-6570
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Psychology
    Notes: A field experiment of 68 full-time employees studied the effects of performance feedback and cognitive playfulness (that is, cognitive spontaneity in human-computer interactions) on microcomputer training performance. In addition, this research examined the impacts of performance feedback and cognitive playfulness on software efficacy perceptions and on a variety of affective outcomes, including satisfaction with feedback, satisfaction with training, and positive mood. The findings suggest that positive feedback generally results in higher test performance and more positive affective outcomes, than does negative feedback. Similarly, employees higher in cognitive playfulness demonstrated higher test performance and more positive affective outcomes than those lower in cognitive playfulness. Finally, a significant feedback × playfulness interaction on test performance was found. Specifically, employees lower in cognitive playfulness benefited more from the positive feedback than did those higher in cognitive playfulness. Implications for practice and future research are discussed.
    Type of Medium: Electronic Resource
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  • 2
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Personnel psychology 45 (1992), S. 0 
    ISSN: 1744-6570
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Psychology
    Notes: This study presents a test of the influence of social context on training outcomes. Specifically, the effects of labeling microcomputer usage as an opportunity were examined on computer anxiety, computer efficacy beliefs, and learning. Nonacademic university employees enrolled in an introductory microcomputer training class were assigned to a session in which microcomputer usage was randomly established as an opportunity or neutral. Two studies were conducted. Study 1 (N= 84) identified the issue characteristics of opportunities and threats as a basis to establish context. Study 2 (N= 79) reported the results of the training. Results indicated that, after controlling for pretraining expectations about microcomputer usage, trainees in the opportunity condition exhibited higher computer efficacy and learning, as well as lower computer anxiety, than trainees in the neutral condition. These findings suggest that labeling the context can be a relatively powerful training intervention. Implications for practice and future research are discussed.
    Type of Medium: Electronic Resource
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  • 3
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Personnel psychology 53 (2000), S. 0 
    ISSN: 1744-6570
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Psychology
    Notes: We conducted qualitative and quantitative reviews of the medical literature to develop an understanding of the linkages between nonspecific lower back pain (LBP) and employee absenteeism, and the efficacy of lower back pain interventions (LBPI) in reducing absenteeism. First, we offered a general time-based framework to clarify the causal flows between LBP and absence. Second, we inspected LBPIs designed to ameliorate LBP, which should, in turn, lead to reduced absence-taking. Third, we conducted a meta-analysis of 45 effect sizes involving 12,214 people, to examine the relationships between both LBP and LBPIs and absenteeism. Consistent with a presumption in the medical literature, we found support for the idea that chronic LBP has a positive overall relationship with absence-taking. The relationship was stronger for absence frequency measures than time lost measures. In addition, we found that increasing aggregation time (i.e., increases in the periods over which absence is observed) enhances the size of the chronic LBP-absence connection. Further, evidence showed that LBPIs were effective overall in reducing absenteeism. Finally, when there was a temporal mismatch between the form of LBP (acute vs. chronic) and the absenteeism aggregation period in LBPI studies, effect sizes were significantly smaller. We concluded with a discussion of these results, methodological limitations, and suggestions for future research that blends medical with organizational approaches to the etiology of absence.
    Type of Medium: Electronic Resource
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  • 4
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Personnel psychology 47 (1994), S. 0 
    ISSN: 1744-6570
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Psychology
    Notes: A field experiment with 86 employees tested whether performance feedback that attributes past performance to factors within trainees' control would result in heightened software efficacy, goal commitment, positive mood, and learning, compared to feedback that attributes past performance to factors outside trainees' control. In addition, we assessed whether the use of feedback would produce a Galatea effect, or gain in trainees' performance that is the result of a boost in their self-efficacy. The results show that trainees who received feedback that attributed their performance to factors within their control had higher software efficacy. Software efficacy was positively related to learning (both declarative knowledge and compilation). Contrary to our expectations, feedback did not influence goal commitment or positive mood. Further, a statistically significant Galatea effect was not obtained; however, feedback that attributes performance to factors outside trainees' control was related to a decrease in software efficacy.
    Type of Medium: Electronic Resource
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  • 5
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Personnel psychology 54 (2001), S. 0 
    ISSN: 1744-6570
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Psychology
    Notes: Using a policy-capturing approach, in this study we examined the extent to which 4 variables (work performance, relationship with coworkers, relationship with managers, and personal needs) affect the process through which Chinese and American managers make 2 types of compensation award decisions (bonus amounts and nonmonetary recognition). Results showed that, compared with their American counterparts, Chinese managers (a) put less emphasis on work performance when making bonus decisions; (b) put more emphasis on relationship with coworkers when making nonmonetary decisions; (c) put more emphasis on relationship with managers when making nonmonetary award decisions; and (d) put more emphasis on personal needs when making bonus decisions. We discussed the implications of these results for future research and practice.
    Type of Medium: Electronic Resource
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  • 6
    Electronic Resource
    Electronic Resource
    Springer
    Journal of business and psychology 13 (1998), S. 41-64 
    ISSN: 1573-353X
    Source: Springer Online Journal Archives 1860-2000
    Topics: Psychology
    Notes: Abstract An examination was made of the factors that contribute to employee perceptions of the distributive justice of compensation outcomes and how employees differ in their perceptions. A sample of 414 employees of a large public university was used to assess what distributive rules are associated with employees' perceptions of the fairness of pay raise decisions. The results found that employees evaluated the fairness of pay raise decisions differently. A cluster analysis identified three groups of employees who differed in their perceptions, and one-way analysis of variance highlighted a number of demographic and attitudinal factors by which these groups were distinguished.
    Type of Medium: Electronic Resource
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  • 7
    Electronic Resource
    Electronic Resource
    Springer
    Journal of business and psychology 10 (1995), S. 115-137 
    ISSN: 1573-353X
    Source: Springer Online Journal Archives 1860-2000
    Topics: Psychology
    Notes: Abstract The present study investigated the role of the work value of fairness and attributions regarding the causes of absence in supervisor disciplinary decisions. It was hypothesized that supervisors who valued fairness, and those who made internal attributions regarding the cause of a particular absence incident, render more severe disciplinary decisions than supervisors who value fairness less, and who make external attributions. Furthermore, it was hypothesized that the degree to which supervisors valued fairness moderates the relationship between external attributions and the severity of disciplinary decisions. Using a policy capturing approach, results were consistent with predictions. Implications of the results for research and practice are discussed.
    Type of Medium: Electronic Resource
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