006 - TWIIO - Rodriguez-Munoz - PTSD in the Workplace

Rodriguez-Munoz, A., Moreno-Jimenez, B., Isabel, A., Vergel, S., & Hernanadez, E. G. (2010). Post-traumatic symptoms among victims of workplace bullying: Exploring gender differences and shattered assumptions. Journal of Applied Social Psychology, 40, 2616-2635.

http://onlinelibrary.wiley.com/doi/10.1111/j.1559-1816.2010.00673.x/abstract

The aims of the present study were twofold: assessing the prevalence and intensity of post-traumatic stress disorder (PTSD) symptoms in victims of bullying, and exploring whether victims of bullying differ in their basic assumptions compared to a control group. A total of 183 victims of bullying and 183 control group participants took part in the research. The results showed that 42.6% of the total sample met all DSM-IV-TR criteria for PTSD, whereas 54.1% did not fulfill the A1 criterion. Post-traumatic symptoms were more prevalent among women (49%), as compared to men (35.3%). Furthermore, victims showed significantly more negative beliefs about the world, the people, and themselves, compared to their non-bullied controls. These results fit well with cognitive theory of trauma.

005 - TWIIO Classic - Wernimont - Past Performance

Paul F. Wernimont, John P. Campbell, signs, samples, and criteria, journal of applied psychology, volume 52, issue 5, October 1968, pages 372-376

http://dx.doi.org/10.1037/h0026244

Proposes a new emphasis in the prediction of future job behavior. The establishment of consistencies is suggested between relevant dimensions of job behavior and preemployment behavior samples obtained from real or simulated situations. If samples instead of signs are employed, a number of prediction and measurement problems are alleviated or at least confronted more directly. An emerging technology of behavior sampling and measurement appears to make these goals obtainable.

004 - TWIIO - Griffin - Leader Vision

Griffin, M. A., Parker, S. K., & Mason, C. M. (2010). Leader vision and the development of adaptive and proactive performance: A longitudinal study. Journal of Applied Psychology, 95, 174-182.

http://dx.doi.org/10.1037/a0017263

In this study, the authors investigated how leader vision influences the change-oriented behaviors of adaptivity and proactivity in the workplace. The authors proposed that leader vision would lead to an increase in adaptivity for employees who were high in openness to work role change. In contrast, they proposed leader vision would be associated with an increase in proactivity when employees were high in role breadth self-efficacy. These propositions were supported in a longitudinal survey of 102 employees who provided self-report data about their leader and their work behaviors. The findings provide insight into the interaction between leaders and followers in responding to a change imperative.

003 - TWIIO - Zimmerman - Observer ratings of Performance

Zimmerman, R. D., Triana, M. & Barrick, M. R. (2010). Predictive Criterion-Related Validity of Observer Ratings of Personality and Job-Related Competencies Using Multiple Raters and Multiple Performance Criteria. Human Performance, 23(4), 361-378.

http://dx.doi.org/10.1080/08959285.2010.501049

The purpose of this study was to assess the predictive validity of observer ratings of personality and job-related competencies in a selection setting. Based on ratings from multiple raters of both the predictors and the criteria in a sample of MBA students, results indicated that observer ratings of Conscientiousness, Emotional Stability, leadership, and interpersonal skills predicted work performance, team performance, and academic performance. For work performance and team performance, a composite of the four predictors had incremental predictive validity over general mental ability, even after controlling for how well the rater knew the ratee.

002 - TWIIO - Fehr - Apologies

Fehr, R., Gelfand, M. J. (2010). When apologies work: how matching apology components to victims' self-construals facilitates forgiveness. Organizational Behavior and Human Decision Making Processes, 113, 37-50.

http://dx.doi.org/10.1016/j.obhdp.2010.04.002

Apologies are useful social tools that can act as catalysts in the resolution of conflict and inspire forgiveness. Yet as numerous real-world blunders attest, apologies are not always effective. Whereas many lead to forgiveness and reconciliation, others simply fall on deaf ears. Despite the fact that apologies differ in their effectiveness, most research has focused on apologies as dichotomous phenomena wherein a victim either (a) receives an apology or (b) does not. Psychological research has yet to elucidate which components of apologies are most effective, and for whom. The present research begins to address this gap by testing the theory that perpetrators’ apologies are most likely to inspire victim forgiveness when their components align with victims’ self-construals. Regression and hierarchical linear modeling analyses from two studies support the primary hypotheses. As predicted, victims reacted most positively to apologies that were congruent with their self-construals.