Objective: We provide an empirical demonstration of the importance of attending to human user individual differences in examinations of trust and automation use. Background: Past research has generally supported the notions that machine reliability predicts trust in automation, and trust in turn predicts automation use. However, links between user personality and perceptions of the machine with trust in automation have not been empirically established. Method: On our X-ray screening task, 255 students rated trust and made automation use decisions while visually searching for weapons in X-ray images of luggage. Results: We demonstrate that individual differences affect perceptions of machine characteristics when actual machine characteristics are constant, that perceptions account for 52% of trust variance above the effects of actual characteristics, and that perceptions mediate the effects of actual characteristics on trust. Importantly, we also demonstrate that when administered at different times, the same six trust items reflect two types of trust (dispositional trust and history-based trust) and that these two trust constructs are differentially related to other variables. Interactions were found among user characteristics, machine characteristics, and automation use. Conclusion: Our results suggest that increased specificity in the conceptualization and measurement of trust is required, future researchers should assess user perceptions of machine characteristics in addition to actual machine characteristics, and incorporation of user extraversion and propensity to trust machines can increase prediction of automation use decisions. Application: Potential applications include the design of flexible automation training programs tailored to individuals who differ in systematic ways.
Front Matter -- Acknowledgments -- Contents -- Executive Summary -- 1 Introduction -- 2 Basic Concepts -- 3 Regulatory History -- 4 Enhancing Informed Consent -- 5 Enhancing Confidentiality Protection -- 6 Enhancing the Effectiveness of Review: Minimal-Risk Research -- 7 System Issues -- References -- Appendices -- A Tracing Changes in Regulatory Language -- B Selected Organizations and Resources for Human Research Participant Protection -- C Agenda for Panel's First Meeting -- D Selected Studies of IRB Operations: Summary Descriptions -- E Confidentiality and Data Access Issues for Institutional Review Boards George T. Duncan -- Biographical Sketches of Panel Members and Staff.
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A Theory of Behavior in Organizations develops a theory for organizational behavior, or, more accurately, a theory of individual behavior within organizations of behavior. The book begins by discussing a series of general issues involved in the theory of behavior in organizations. It then describes the theory itself in three stages: first, the general structure of the theory; second, definition of the key variables; and third, the interrelationships between the variables. Subsequent chapters show how the theory deals specifically with such issues as roles, decision making, and motivation. T
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Using attribution theory, this study examined the effects of team leader race on subordinate performance evaluations. The authors found that the team leader's performance was a major determinant of subordinate performance ratings. However, the team leader's performance, in combination with race, also affected performance attributions. In high performing teams with a Black leader, subordinates were more likely to attribute the leader's performance to internal causes (i.e., ability and effort) rather than external causes (i.e., luck and the ease of the game). Alternatively, in low performing teams with a Black leader, subordinates were more likely to attribute the leader's performance to external causes. These causal attributions then tempered the direct effect of the team leader's performance on subordinate performance ratings. Leaders who performed well received higher ratings when performance was attributed to internal rather than external factors. On the other hand, leaders who performed poorly received higher ratings when performance was attributed to external rather than internal factors.