Interactive effects of supervisor support, diversity climate, and employee cynicism on work adjustment and performance

2021 ◽  
Vol 93 ◽  
pp. 102803
Author(s):  
Samina Quratulain ◽  
Mohd Ahmad Al-Hawari
Keyword(s):  
Supervisor Support ◽  
Interactive Effects ◽  
Work Adjustment ◽  
Diversity Climate ◽  
Employee Cynicism ◽  
And Performance

scholarly journals Interactive effects of incentive value and valence on the performance of discrete action sequences

2021 ◽  
Vol 11 (1) ◽  
Author(s):  
Tyler J. Adkins ◽  
Bradley S. Gary ◽  
Taraz G. Lee
Keyword(s):  
Motor Learning ◽  
Large Body ◽  
Interactive Effects ◽  
Motor Tasks ◽  
Skill Retention ◽  
Incentive Value ◽  
Discrete Action ◽  
On Line ◽  
And Performance ◽  
Gains And Losses

AbstractIncentives can be used to increase motivation, leading to better learning and performance on skilled motor tasks. Prior work has shown that monetary punishments enhance on-line performance while equivalent monetary rewards enhance off-line skill retention. However, a large body of literature on loss aversion has shown that losses are treated as larger than equivalent gains. The divergence between the effects of punishments and reward on motor learning could be due to perceived differences in incentive value rather than valence per se. We test this hypothesis by manipulating incentive value and valence while participants trained to perform motor sequences. Consistent with our hypothesis, we found that large reward enhanced on-line performance but impaired the ability to retain the level of performance achieved during training. However, we also found that on-line performance was better with reward than punishment and that the effect of increasing incentive value was more linear with reward (small, medium, large) while the effect of value was more binary with punishment (large vs not large). These results suggest that there are differential effects of punishment and reward on motor learning and that these effects of valence are unlikely to be driven by differences in the subjective magnitude of gains and losses.

scholarly journals Collective experience of inclusion, diversity, and performance in work groups

2010 ◽  
Vol 11 (3) ◽  
pp. 6-26 ◽  
Author(s):  
Bernardo M. Ferdman ◽  
Avi Avigdor ◽  
Deborah Braun ◽  
Jennifer Konkin ◽  
Daniel Kuzmycz
Keyword(s):  
Group Performance ◽  
Work Group ◽  
Interactive Effects ◽  
Individual Level ◽  
Positive Effects ◽  
Multiple Identity ◽  
Collective Experience ◽  
And Performance ◽  
Experience Of Inclusion ◽  
Inclusion And Diversity

This conceptual paper addresses the presumed interactive effects of work group inclusion and diversity on work group performance. Building on prior theory and research focusing on individual-level inclusion, we put forth the construct of collective experience of inclusion, the aggregated degree to which members of a group feel valued by, engaged with, and able to express themselves authentically within their work group, both as individuals and as members of multiple identity groups. We propose that collective experience of inclusion will be positively associated with indicators of the group's performance. This relationship, we further propose, will be moderated by the diversity of the group's membership, such that, as diversity increases, the positive effects of the collective experience of inclusion on performance will be enhanced. Finally, we propose that variation in the degree to which individuals experience inclusion in the group, as assessed with an index of dispersion in the experience of inclusion, will further moderate this effect, and attenuate the positive interactive effects of collective experience of inclusion and diversity on performance.

scholarly journals The CSGU: A Measure of Controllability, Stability, Globality, and Universality Attributions

2008 ◽  
Vol 30 (5) ◽  
pp. 611-641 ◽  
Author(s):  
Pete Coffee ◽  
Tim Rees
Keyword(s):  
Factor Analysis ◽  
Confirmatory Factor Analysis ◽  
Construct Validity ◽  
Self Efficacy ◽  
Interactive Effects ◽  
Hierarchical Regression ◽  
Regression Analyses ◽  
Confirmatory Factor ◽  
And Performance

This article reports initial evidence of construct validity for a four-factor measure of attributions assessing the dimensions of controllability, stability, globality, and universality (the CSGU). In Study 1, using confirmatory factor analysis, factors were confirmed across least successful and most successful conditions. In Study 2, following less successful performances, correlations supported hypothesized relationships between subscales of the CSGU and subscales of the CDSII (McAuley, Duncan, & Russell, 1992). In Study 3, following less successful performances, moderated hierarchical regression analyses demonstrated that individuals have higher subsequent self-efficacy when they perceive causes of performance as controllable, and/or specific, and/or universal. An interaction for controllability and stability demonstrated that if causes are perceived as likely to recur, it is important to perceive that causes are controllable. Researchers are encouraged to use the CSGU to examine main and interactive effects of controllability and generalizability attributions upon outcomes such as self-efficacy, emotions, and performance.

Australian grains free-air carbon dioxide enrichment (AGFACE) facility: design and performance

2009 ◽  
Vol 60 (8) ◽  
pp. 697 ◽  
Author(s):  
Mahabubur Mollah ◽  
Rob Norton ◽  
Jeff Huzzey
Keyword(s):  
Carbon Dioxide ◽  
Atmospheric Carbon Dioxide ◽  
Operating Time ◽  
Carbon Dioxide Concentration ◽  
Growth Yield ◽  
Triticum Aestivum L ◽  
Interactive Effects ◽  
Temporal And Spatial Distribution ◽  
And Performance ◽  
Carbon Dioxide Co2

The AGFACE project commenced in June 2007 at Horsham (36°45′07″S, 142°06′52″E; 127 m elevation), Victoria, Australia. Its aim is to quantify the interactive effects of elevated atmospheric carbon dioxide concentration (e[CO2]), nitrogen, temperature (accomplished by early and late sowing times), and soil moisture on the growth, yield, and water use of wheat (Triticum aestivum L.) under Australian conditions. The main engineering goal of the project was to maintain an even temporal and spatial distribution of carbon dioxide (CO2) at 550 μmol/mol within AGFACE rings containing the experimental treatments. Monitoring showed that e[CO2] at the ring-centres was maintained at or above 90% of the target (495 μmol/mol) between 93 and 98% of the operating time across the 8 rings and within ±10% of the target (495–605 μmol/mol) between 86 and 94% of the time. The carbon dioxide concentration ([CO2]) measured inside the rings declined non-linearly with increasing distance downwind of the CO2 source and differed by 3–13% in concentration between the two canopy heights in each ring, but was not affected by wind speed or small variations in [CO2] at the ring-centres. The median values for model-predicted concentrations within the inner 11-m-diameter portion of the rings (>80% of the ring area) varied between 524 and 871 μmol/mol but remained close to target near the centres. The design criteria adopted from existing pure CO2 fumigating FACE systems and new ideas incorporated in the AGFACE system provided a performance similar to its equivalent systems. This provides confidence in the results that will be generated from experiments using the AGFACE system.

Diversity climate perceptions and its impact on multicultural team innovation and performance

2020 ◽  
Vol 24 (3) ◽  
pp. 301-318 ◽  
Author(s):  
Raavee Kadam ◽  
Srinivasa A. Rao ◽  
Waheed Kareem Abdul ◽  
Shazi Shah Jabeen
Keyword(s):  
Cultural Diversity ◽  
Cultural Intelligence ◽  
Team Member ◽  
Diversity Climate ◽  
Content Type ◽  
Team Members ◽  
Team Diversity ◽  
Team Innovation ◽  
Climate Perceptions ◽  
And Performance

Purpose This study aims to examine the influence of diversity climate perceptions (DCPs) on team member’s contribution to team innovation and team performance in a multicultural team (MCT). The authors also investigate the moderating effect of cultural intelligence on these relationships. Design/methodology/approach The authors draw upon the interactional model for cultural diversity to build their hypotheses. Data was gathered from 43 teams consisting of 217 members using a structured questionnaire. Ratings were obtained from both team members and supervisors. The data collected was analyzed using structural equation modeling. Findings Results indicated that when team members have positive DCPs, it had a positive impact on their innovation and performance in the team. Cultural intelligence was also found to have a direct impact on team member innovation but not on team member performance. Furthermore, cultural intelligence was found to positively moderate the DCPs – team member performance relationship but not the DCPs – team member innovation relationship. Practical implications Managing diversity is a key concern for organizations worldwide given the exponentially rising cultural diversity within the workforce. This study would enable practitioners to understand that developing positive DCPs and cultural intelligence of team members are critical to the success of MCTs. Originality/value Literature has documented mixed results pertaining to team diversity and its effect on performance, resulting in scholars urging the need to explore how the negative effects of team diversity can be mitigated. This research establishes that positive DCPs and cultural intelligence as two key factors contributing to the performance of MCTs.

Resource and Risk Management in the Strategic Alliance Making Process

1998 ◽  
Vol 24 (1) ◽  
pp. 21-42 ◽  
Author(s):  
T. K. Das ◽  
Bing-Sheng Teng
Keyword(s):  
Strategic Alliances ◽  
Strategic Alliance ◽  
Interactive Effects ◽  
Future Research ◽  
Research Directions ◽  
Managerial Implications ◽  
Future Research Directions ◽  
Alliance Partners ◽  
And Performance ◽  
Relational Risk

Resource-based and risk-based views of strategic alliances have not been adequately reflected in the literature. This paper identifies four types of critical resources that the partners bring to an alliance: financial, technological, physical, and managerial resource. It also suggests two basic types of risk in strategic alliances: relational risk and performance risk. The alliance making process is examined in terms of the interactive effects of resource and risk on the orientations and objectives of the prospective alliance partners. Managerial implications are discussed and future research directions indicated in the form of propositions for empirical testing.

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