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- Psychology x
Deborah M. Capaldi, David C. R. Kerr, and Stacey S. Tiberio
Intergenerational studies are key to informing research, preventive intervention, and policy regarding family influences on healthy development and maladjustment. Continuities in family socialization and contextual risks across generations, as well as genetic factors, are associated with the development of psychopathology—including externalizing problems in children—and with intergenerational associations in the use of marijuana, alcohol, tobacco, and other drugs; these continuities are reflected in the low-to-moderate associations generally found in prospective studies. Until recent years, estimates of intergenerational continuities in problem behaviors and the processes explaining such associations (e.g., parenting behaviors) have been based largely on retrospective reports by adults about their own parents’ behaviors. Now there are some long-term prospective studies spanning as many as 30 years that can assess linkages between behaviors in one generation and the next. Whereas such studies have considerable design and implementation challenges, and are very expensive, it is of critical importance to examine the magnitude of associations of behaviors across generations. For example, a modest association across generations suggests either that genetic factors have a limited influence on that behavior or that they are subject to considerable moderation by environmental factors. These prospective studies relate to theoretical developments regarding intergenerational influences that are reviewed—for example, individual differences in genetic sensitivity to environmental influences. The theoretical approach employed in the Oregon Youth Study—Three Generation Study is a Dynamic Developmental Systems (DDS) model of continuous feedback across systems throughout development. A new hypothesis encompassed by DDS is developmental congruence of intergenerational associations in problem behaviors. As used in geometry, congruence refers to figures of a similar shape and size. This term has been adapted to refer to the expectation that ages of onset and patterns of growth in key behaviors will show similarity across generations. This is based on the theory that genetic and temperamental factors increase an individual’s risk when these factors are expressed at sensitive developmental periods. Thus, the timing of these manifestations (e.g., susceptibility to deviant peer influences) is expected to be similar across generations. Developmental similarity is also likely due to continuities in social-risk context and family mechanisms, such as parenting.
Anja Van den Broeck and Sharon K. Parker
Job design or work design refers to the content, structure, and organization of tasks and activities. It is mostly studied in terms of job characteristics, such as autonomy, workload, role problems, and feedback. Throughout history, job design has moved away from a sole focus on efficiency and productivity to more motivational job designs, including the social approach toward work, Herzberg’s two-factor model, Hackman and Oldham’s job characteristics model, the job demand control model of Karasek, Warr’s vitamin model, and the job demands resources model of Bakker and Demerouti. The models make it clear that a variety of job characteristics make up the quality of job design that benefits employees and employers alike. Job design is crucial for a whole range of outcomes, including (a) employee health and well-being, (b) attitudes like job satisfaction and commitment, (c) employee cognitions and learning, and (d) behaviors like productivity, absenteeism, proactivity, and innovation. Employee personal characteristics play an important role in job design. They influence how employees themselves perceive and seek out particular job characteristics, help in understanding how job design exerts its influence, and have the potential to change the impact of job design.
Vincente Martínez-Tur and Carolina Moliner
Traditionally, justice in teams refers to a specific climate—called justice climate—describing shared perceptions about how the team as a whole is treated. Justice at the individual level has been a successful model from which to build the concept of justice in teams. Accordingly, there is a parallelism between the individual and team levels in the investigation of justice, where scholars’ concerns and responses have been very similar, despite studying different levels of construct. However, the specific particularities of teams are increasingly considered in research. There are three concepts (faultlines, subgrouping, and intergroup justice) that contribute to knowledge by focusing on particularities of teams that are not present at the individual level. The shift toward team-based structures provides an opportunity to observe the existence of dividing lines that may split a team into subgroups (faultlines) and the difficulty, in many cases, of conceiving of the team members as part of a single group. This perspective about teams also stimulates the study of the subgroup as a source of justice and the focus on intergroup justice within the team. In sum, the organizational context facilitates shared experiences and perceptions of justice beyond individual differences but also can result in potential conflicts and discrepancies among subgroups within the team in their interpretation of fairness.
Erica H. Wojcik, Irene de la Cruz-Pavía, and Janet F. Werker
Language is a structured form of communication that is unique to humans. Within the first few years of life, typically developing children can understand and produce full sentences in their native language or languages. For centuries, philosophers, psychologists, and linguists have debated how we acquire language with such ease and speed. Central to this debate has been whether the learning process is driven by innate capacities or information in the environment. In the field of psychology, researchers have moved beyond this dichotomy to examine how perceptual and cognitive biases may guide input-driven learning and how these biases may change with experience. There is evidence that this integration permeates the learning and development of all aspects of language—from sounds (phonology), to the meanings of words (lexical-semantics), to the forms of words and the structure of sentences (morphosyntax). For example, in the area of phonology, newborns’ bias to attend to speech over other signals facilitates early learning of the prosodic and phonemic properties of their native language(s). In the area of lexical-semantics, infants’ bias to attend to novelty aids in mapping new words to their referents. In morphosyntax, infants’ sensitivity to vowels, repetition, and phrase edges guides statistical learning. In each of these areas, too, new biases come into play throughout development, as infants gain more knowledge about their native language(s).
W. James Weese and P. Chelladurai
The study of leadership has a long and distinguished history. Over the past 100 years, researchers have pursued distinct lines of inquiry summarized in the trait theories, the behavioral theories, the contingency theories, the transactional/transformational theories of leadership. More recent cognitive approaches have dominated the leadership literature base with emphasis on the areas of emotional intelligence and servant leadership. Even as new leadership models emerge, it is important to note that portions of the older theories continue to inform our understandings. The voluminous research base confirms three things about leadership. Leadership is a social process, involving people and engaging their emotions, motivations, and moods. Secondly, leadership is about influence. True leaders influence the thoughts and behaviors of people and groups without the manipulation of rewards or punishments. Some writers suggest that leadership is synonymous with leadership. Finally, leaders focus, inspire, and motivate people and groups toward the accomplishment of a predetermined goal or objective. They bring clarity to a desired end and they inspire colleagues to channel their talents and energies toward its attainment. The theoretical developments of leadership, and the latest developments in particular (i.e., emotional intelligence and servant leadership), hold great promise for application in the sports domain.
Loneliness or perceived social isolation is a subjective experience relating to dissatisfaction with one’s social relationships. Most research has focused on the experience of loneliness in old age, but levels of loneliness are also known to be high among teenagers and young adults. While poor health may be associated with increased feelings of loneliness, there is now considerable evidence on the role of loneliness as a risk factor for poor mental and physical health. Studies show that loneliness is associated with an increased risk of developing dementia and chronic diseases, and also with a higher rate of mortality. Risky health behaviors, a poor cardiovascular profile and compromised immune functioning have all been proposed as potential pathways through which loneliness may affect health. However, much still remains to be understood about these mechanisms.
Ildiko Tombor and Susan Michie
People’s behavior influences health, for example, in the prevention, early detection, and treatment of disease, the management of illness, and the optimization of healthcare professionals’ behaviors. Behaviors are part of a system of behaviors within and between people in that any one behavior is influenced by others. Methods for changing behavior may be aimed at individuals, organizations, communities, and/or populations and at changing different influences on behavior, e.g., motivation, capability, and the environment. A framework that encapsulates these influences is the Behavior Change Wheel, which links an understanding of behavior in its context with methods to change behavior. Within this framework, methods are conceptualized at three levels: policies that represent high-level societal and organizational decisions, interventions that are more direct methods to change behavior, and behavior change techniques that are the smallest components that on their own have the potential to change behavior. In order to provide intervention designers with a systematic method to select the policies, interventions, and/or techniques relevant for their context, a set of criteria can be used to help select intervention methods that are likely to be implemented and effective. One such set is the “APEASE” criteria: affordability, practicability, effectiveness, acceptability, safety, and equity.
Jonathan S. Abramowitz
Obsessive-compulsive disorder (OCD) is one of the most destructive psychological disorders. Its symptoms often interfere with work or school, interpersonal relationships, and with activities of daily living (e.g., driving, using the bathroom). Moreover, the psychopathology of OCD is seemingly complex: sufferers battle ubiquitous unwanted thoughts, doubts, and images that, while senseless on the one hand, are perceived as signs of danger on the other hand. The thematic variation and elaborate relations between behavioral and cognitive signs and symptoms can be perplexing to even the most experienced of observers. Cognitive-behavioral models of OCD explain these phenomena and account for their heterogeneity. These models also have implications for how OCD is treated using exposure and response prevention, which research indicates are effective short- and long-term interventions.
Neal M. Ashkanasy and Alana D. Dorris
Organizational behavior (OB) is a discipline that includes principles from psychology, sociology, and anthropology. Its focus is on understanding how people behave in organizational work environments. Broadly speaking, OB covers three main levels of analysis: micro (individuals), meso (groups), and macro (the organization). Topics at the micro level include managing the diverse workforce; effects of individual differences in attitudes; job satisfaction and engagement, including their implications for performance and management; personality, including the effects of different cultures; perception and its effects on decision-making; employee values; emotions, including emotional intelligence, emotional labor, and the effects of positive and negative affect on decision-making and creativity (including common biases and errors in decision-making); and motivation, including the effects of rewards and goal-setting and implications for management. Topics at the meso level of analysis include group decision-making; managing work teams for optimum performance (including maximizing team performance and communication); managing team conflict (including the effects of task and relationship conflict on team effectiveness); team climate and group emotional tone; power, organizational politics, and ethical decision-making; and leadership, including leadership development and leadership effectiveness. At the organizational level, topics include organizational design and its effect on organizational performance; affective events theory and the physical environment; organizational culture and climate; and organizational change.
Mark G. Ehrhart and Benjamin Schneider
Research on the internal psychosocial environment of work organizations has largely been captured through the study of two constructs: organizational climate and organizational culture. Despite the inherent similarities between the two constructs, they have largely been studied in separate literatures, by different sets of researchers, and more often than not with different methodologies. For instance, research in organizational climate tends to have a relatively narrow focus on the shared perceptions of employees, and contemporary climate research in particular tends to have a focus on specific strategic goals (such as climates for service or safety) or internal processes (such as climates for fairness or ethics). Organizational culture is broader than organizational climate, starting with deep-level assumptions and values and becoming manifest in almost all aspects of organizational life. A review of both literatures and the suggested integration of them leads to a rich understanding of how employees experience their work organizations and the consequences of organizational behavior for what happens in organizations for people and organizational effectiveness.