Pryke, Lindsay, Dysart, and Dupuis (2004) investigated a novel method of lineup administration where participants made identifications from multiple lineups showing faces and bodies or playing recorded voices. Identifications from these multiple lineups was diagnostic of guilt; that is, the more lineups a person was selected from the more likely it was that the selected person was actually seen by the witness (as opposed to an innocent suspect; Pryke et al., 2004). The current studies expanded on this procedure and assessed how well the multiple lineup method works when each of the lineups for a target show faces of the same lineup members, with each lineup showing the members facing one of three angles. In Experiment 1, participants (n = 72) saw the targets in the same three views that were shown in the lineups and were asked to make lineup decisions for each of the three lineups. In Experiment 2, participants (n = 96) saw the targets in only one view, which did not always match the views seen in the lineups. Again, participants made lineup decisions for each of the three lineups. For both studies, when the data were collapsed across targets, the procedure was diagnostic in that more selections were associated with a higher probability of guilt (operationalized as being the previously seen target). However, the effectiveness of the procedure varied across targets such that in some cases multiple selections were no more diagnostic of guilt than single selections. Pryke et al., (2004) reported that multiple identifications were highly diagnostic of guilt but relatively rare. In the current studies, most participants made multiple identifications of the targets, probably because all of the lineups used photos of faces. Results for assessments of confidence-accuracy and advantages for certain lineup angles were generally mixed and often differed between the two studies. In all, the most pertinent assessments of utility (diagnosticity and percentage of participants making multiple identifications) showed promise for using multiple lineups of faces. / Thesis (Master, Psychology) -- Queen's University, 2009-10-01 16:22:03.154

[pt] Esta pesquisa teve como objetivo investigar a influência das relações entre líderes e liderados sobre a percepção de Justiça Interacional e esta sobre o Julgamento de Retaliação Organizacional, bem como o papel da Identificação Organizacional, da Desidentificação e da Identificação Ambivalente como mecanismos moderadores desta dimensão perceptiva e de julgamentos sobre comportamentos retaliativos. Trata-se de um estudo de natureza quantitativa, que buscou explorar os modelos e analisar as hipóteses propostas. Foram realizadas regressões múltiplas utilizando-se as diferentes variáveis dependentes, objetos do estudo. A pesquisa foi realizada em duas organizações pertencentes aos setores comercial e de saúde, contando com um quadro amostral significativo. Os resultados indicaram que, em ambas as organizações, confirmou-se a associação entre a Relação Líder-Seguidor e Justiça Interacional. Não foi possível confirmar a associação entre a Relação Líder-Seguidor e o Julgamento de Retaliação Organizacional. Além disso, como um achado desta pesquisa, a Identificação Organizacional foi mais significante na predição do Julgamento de Retaliação Organizacional como uma variável independente do que como um dos moderadores da associação entre a Justiça Interacional e o Julgamento de Retaliação Organizacional. / [en] This research aimed to investigate the influence of the Leader-Follower Relationship on Interactional Justice and, through the possibilities of Organizational Identification, Disidentification and Ambivalent Identification, the influence of this perception of justice on the Judgment of Organizational Retaliation. It is a quantitative study, which sought to explore the models and analyze the proposed hypotheses. Multiple regressions were performed considering different dependent variables, objects of the study. The research was carried out in two organizations belonging to the commercial and health sectors, with a significant sampling frame. The results indicated that, in both organizations, the association between the Leader-Follower Relationship and Interactional Justice was confirmed; but it was not possible to confirm the association between the Leader-Follower Relationship and the Organizational Retaliation Judgment. As a finding of this research, the Organizational Identification was more significant in the prediction of the Organizational Retaliation Judgment as an independent variable than as one of the moderators of the association between Interactional Justice and the Organizational Retaliation Judgment.