Suchergebnisse

Active listening is a promising communication technique to positively affect interactions and communication outcomes. However, theoretical propositions regarding its direct effects on interactions have rarely been empirically investigated. In the present research, we studied the role of naturally occurring active listening in the context of videotaped and coded integrative negotiations. Lag sequential analyses of 48 negotiations with 17,120 thought units show that active listening follows offers that comprise two or more issues (i.e., multi-issue offers) above chance level. These multi-issue offer—active listening patterns in turn promoted integrative statements (e.g., further multi-issue offers) and inhibited distributive statements (e.g., single-issue offers). Moreover, multi-issue offer—active listening patterns (and neither multi-issue offers nor active listening alone) also positively related to the achieved joint economic outcomes in the negotiation. Contrary to common expectations, we did not find evidence that active listening promotes the understanding of the other party or rapport between negotiators.

The current systematic literature review aimed to analyse the associations between temporary agency work (TAW), job satisfaction, and mental health in Europe, as well as to outline a future research agenda. Twenty-eight scientific articles were identified by searching different data bases (i.e. PSYNDEX, PsycINFO, PubMed, and Web of Science) for the time span from January 2000 to December 2016. Our review reveals first that TAW is not consistently negatively related to job satisfaction. However, job insecurity and working conditions are important mediators in the relation of TAW and lowered job satisfaction. Second, TAW is not consistently related to all investigated types of mental health impairments. However, when focusing on specific outcomes and comparing temporary agency workers to permanent employees, we still find consistent evidence regarding higher levels of depression and fatigue among temporary agency workers. Inconsistent associations between TAW, job satisfaction and mental health can partly be attributed to unfavourable methodological aspects of the included primary studies. To address these aspects, future research should consider applying a standard measurement of TAW, including a minimum of meaningful confounding variables, improving the operationalisation of outcome variables and the study design.

Theoretical models of individual motivation in groups represent overt effort intentions as precursors of observable effort expenditure in a group context. We examined established triggers of group motivation gains in a scenario-based paradigm, exploring which of these triggers are already manifested at the level of effort intentions. We expected higher effort intentions during teamwork as compared with individual work when teamwork enabled one of the following processes: social compensation, social comparison, or social indispensability. Fifty-seven basketball players (Study 1) and 97 adolescents (Study 2) were asked to imagine individual and team sports situations and to indicate their intended effort in these situations. Features of the team situations were manipulated following a 2 (task demands: conjunctive vs. additive) × 4 (partner performance: inferior, equally strong, moderately superior, very superior) design. Results showed that social compensation, social comparison, and social indispensability were already at work at the level of overt effort intentions.

PurposeSocial support from fellow team members has been neglected as a unique source of process gains in teams. This paper seeks to introduce the Model of Social Support within Teams (MSST) that explicates testable hypotheses on effects of team partners' affective and task‐related support on team performance.Design/methodology/approachA theoretical model is proposed that specifies the psychological mechanisms by which affective and task‐related support from fellow team members evoke process gains in teams compared with individual work. Moreover, moderators and potential limits of these beneficial effects are described. The model integrates results from experimental research on behaviour in small groups with findings from field studies on organisational citizenship behaviour, team cognition, and efficacy beliefs at the individual and team level.FindingsIt is predicted that affective support predominantly increases individual members' motivation, while task‐related support predominantly improves coordination within teams. Moreover, various moderators (team members' dispositions, task design, team characteristics) are considered.Practical implicationsAccording to this analysis, social support can be an effective measure to trigger process gains in teams, and thus to increase team performance and organisational success. Concrete interventions to foster social support in teams are derived from the model, among them task design, consideration of social attitudes in selection and staffing, and team training.Originality/valueThis paper introduces a theoretical model explicating a previously neglected source of process gains in teams. In contrast with other sources of process gains, social support relates to the interaction among team members and integrates both motivation and coordination gains.

AbstractGender differences in negotiation are typically explained by processes that concern women (e.g., women anticipate backlash for assertive behavior). Research has begun to suggest that processes that concern men (e.g., men want to be seen as "real" men) also help to explain gender differences. However, these 2 approaches typically remain disconnected. Thus, we examined both types of processes in 3 studies examining people's beliefs about the causes of gender differences in negotiation (total N = 931). Our studies showed that people endorsed to a similar, and sometimes even greater, extent processes that concern men as underlying gender differences in negotiation. Moreover, people's beliefs about the causes of gender differences in negotiation were related to perceptions of the effectiveness of different diversity initiatives (i.e., interventions to reduce inequities) and willingness to support them.

Purpose
This study aims to identify effective behaviors in labor-management negotiation (LMN) and, on that basis, derive overarching psychological principles of successful negotiation in this important context. These empirical findings are used to develop and test a comprehensive negotiation training program.


Design/methodology/approach
Twenty-seven practitioners from one of the world's largest labor unions were interviewed to identify the requirements of effective LMN, resulting in 796 descriptions of single behaviors from 41 negotiation cases.


Findings
The analyses revealed 13 categories of behaviors critical to negotiation success. The findings highlight the pivotal role of the union negotiator by illustrating how they lead the negotiations with the other party while also ensuring that their own team and the workforce stand united. To provide guidance for effective LMN, six psychological principles were derived from these behavioral categories. The paper describes a six-day training program developed for LMN based on the empirical findings of this study and the related six principles.


Originality/value
This paper has three unique features: first, it examines the requirements for effective LMN based on a systematic needs assessment. Second, by teaching not only knowledge and skills but also general psychological principles of successful negotiation, the training intervention is aimed at promoting long-term behavioral change. Third, the research presents a comprehensive and empirically-based training program for LMN.

Do we really need personal meetings to develop trust within teams? Which factors impact trust emergence within face-to-face and virtual teams? How do high-trust teams interact compared with teams with low team trust? Trust is seen as an important predictor of behavior in teams. However, the psychological mechanisms linking team trust to both its antecedents and its behavioral consequences are not well understood. The present study introduces a new taxonomy of team trust mechanisms by integrating results from a qualitative interview study with prior theoretical and empirical research on team trust. We conducted exploratory interviews based on the critical incident technique with 55 professionals who had substantial teamwork experience. Altogether, 776 behavioral items were collected stemming from 127 team events that were perceived as critical for the emergence of trust in teams. A content analysis revealed five main categories of perceived trustworthiness factors in teams as antecedents of team trust and three main categories of risk-taking behaviors as behavioral consequences in teams. The findings contribute to a better understanding of team trust emergence and related behaviors in teams. Future research should validate the derived taxonomy of team trust with quantitative data.

In the present research, we developed NegotiAct, a comprehensive coding scheme for negotiations, comprising 47 mutually exclusive behavioral codes. NegotiAct was derived by systematically integrating (i) 89 extant coding schemes for negotiations, (ii) pertinent findings from negotiation research, and (iii) specific interaction behaviors that were previously not considered in coding schemes for negotiations (e.g., active listening). To facilitate the application of NegotiAct, we designed a coding manual with precise instructions and with definitions and examples for every code. NegotiAct can be customized to address many research questions in experimental settings as well as field research by splitting codes into more specific behaviors. Thereby, differentiated codes can always be traced back to the original codes, preserving comparability across studies and facilitating cumulative research. In combination with interaction analytical methods, NegotiAct enables scholars to detect and investigate specific communication patterns across the negotiation process. As a first empirical validation of NegotiAct, we demonstrate a substantial interrater reliability for 18 videotaped negotiations (κ = .80) and conduct an exploratory validation analysis, studying the relation of multi-issue offers, active listening, and joint gains.

Klappentext: Work, organizational, and business psychology is an applied empirical science and occupational field. Written by 20 leading experts in this area, the chapters in this book provide a comprehensive overview of classic and contemporary theories, methods, and findings. Topics include individual differences and performance, vocational choices and career development, the work-nonwork interface, work stress and well-being, occupational safety, positive and counterproductive work behavior, work analysis and work design, personnel selection and development, work attitudes and motivation, negotiation, leadership, teams, entrepreneurship, and organizational development. The book provides a thorough introduction to work, organizational, and business psychology for students in Bachelor and Master programs at universities and universities of applied sciences. It also provides a useful resource for lecturers as well as practitioners in companies and other organizations.