Ambiguity Intolerance and Support for Valuing-Diversity Interventions

2000 ◽  
Vol 30 (11) ◽  
pp. 2392-2408 ◽  
Author(s):  
Chao C. Chen ◽  
Robert Hooijberg
Keyword(s):  
Valuing Diversity ◽  
Ambiguity Intolerance

scholarly journals Maintaining High Eudaimonic Wellbeing Despite Ambiguity Intolerance Among Three Employment Status Groups: Examining the Buffering Effects of Positive Psychological Attributes

2021 ◽  
Author(s):  
Martin Mabunda Baluku ◽  
Edward Bantu ◽  
Betty Namale ◽  
Kathleen Otto
Keyword(s):  
Locus Of Control ◽  
Employment Status ◽  
Psychological Capital ◽  
Negative Effects ◽  
External Locus ◽  
Internal Locus ◽  
Internal Locus Of Control ◽  
The Unemployed ◽  
Eudaimonic Wellbeing ◽  
Ambiguity Intolerance

AbstractThe unemployed, as well as individuals in self and salaried employment, face several work-related risks and uncertainties which can result in diminished psychological wellbeing especially for individuals with high ambiguity intolerance. However, positive psychology literature suggests that individuals with strong psychological resources can be resilient in difficult circumstances. Using a sample of 922 individuals (including 240 unemployed, 391 salary-employed, and 291 self-employed) from Uganda and Kenya, we investigated the moderating effects of locus of control and psychological capital on the association between ambiguity intolerance and eudaimonic wellbeing, comparing the unemployed with individuals in salaried and self-employment. Our findings indicated that ambiguity intolerance and external locus of control are negatively associated with eudaimonic wellbeing. Conversely, internal locus of control and psychological capital were positively associated with eudaimonic wellbeing. The moderation analysis revealed that whereas an external locus of control boosts the negative effects of ambiguity intolerance on eudaimonic wellbeing, internal locus of control and psychological capital buffer against the negative effects of ambiguity intolerance on eudaimonic wellbeing. Differences between employment status groups and implications are discussed.

scholarly journals Approbation of the Decision Making Tendency Inventory in the Russian Sample

2018 ◽  
Vol 26 (3) ◽  
pp. 146-163
Author(s):  
A.Yu. Razvaliaeva
Keyword(s):  
Higher Education ◽  
Decision Making ◽  
Factor Analysis ◽  
Confirmatory Factor Analysis ◽  
Education Institution ◽  
Scale Structure ◽  
Personal Factors ◽  
Higher Education Institution ◽  
Confirmatory Factor ◽  
Ambiguity Intolerance

We present the results of approbating the Decision Making Tendency Inventory (Misuraca et al., 2015) in the Russian sample (N=423, Mage= 25,01, SD = 9,63). The development of H. Simon’s satisficing theory in the current studies is considered. Confirmatory factor analysis confirmed the theoretical three-scale structure of the inventory. We describe the relations between maximizing, minimizing and satisficing scales and personal factors of decision-making, age, and education (its level and difficulty). The study demonstrates that maximizing and satisficing are close tendencies, implemented in case of making important effortful and resource-consuming (e.g., time-consuming) decisions, whereas minimizing is connected to withdrawal from effort and knowledge, avoidant strategies and ambiguity intolerance. The yielded results suggest that satisficing needs to be trained in conditions of high demands for the cognitive sphere such as studying in a higher education institution.

Valuing Diversity and Interest in Intergroup Contact

2006 ◽  
Vol 62 (3) ◽  
pp. 533-551 ◽  
Author(s):  
Linda R. Tropp ◽  
Rebecca A. Bianchi
Keyword(s):  
Intergroup Contact ◽  
Valuing Diversity

Valuing Diversity and Hoping for the Best

2013 ◽  
pp. 89-106
Author(s):  
Barbara Shircliffe ◽  
Jennifer Morley
Keyword(s):  
Valuing Diversity

Diversity Training in Organizations

2014 ◽  
pp. 1151-1165
Author(s):  
David McGuire ◽  
Nicola Patterson
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Culturally Diverse ◽  
Diversity Training ◽  
Individual Identity ◽  
Multicultural Teams ◽  
Line Managers ◽  
Hierarchical Levels ◽  
Valuing Diversity

Diversity training is an area of growing interest within organizations. As organizations and society become more culturally diverse, there is a need to provide training across all hierarchical levels to make individuals more aware of and sensitized to elements of difference. Managing and valuing diversity is becoming increasingly important to delivering higher levels of performance and creativity, enhancing problem solving and decision-making, and gaining cultural insights into domestic and overseas markets. As facilitators of diversity training, line managers are increasingly tasked with the important role of equipping employees with the skills and competencies to work effectively in diverse multicultural teams. Consequently, this chapter looks at the mechanics of how diversity is discussed and delivered in organizations. It explores the necessity of diversity training in safeguarding and respecting individual identity and in fostering more welcoming inclusive workplaces.

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