This study examined whether level of occupational prestige in early adulthood and rate of change in occupational prestige had an effect on psychosocial development in middle adulthood and whether gender had an effect on occupational prestige and psychosocial development. Utilizing a subsample from the Rochester Adult Longitudinal Study (RALS), 180 participants were assessed longitudinally, approximately every eleven years after their original assessment in 1966 as college students. Results showed that over time individuals improve in their sense of work competency and individuals differ in their rate of change in occupational prestige over time. However, contrary to the hypotheses, findings indicated that there were no significant relationships between occupational prestige in early adulthood and psychosocial development in middle adulthood. The results also revealed a significant gender difference with respect to occupational prestige with males on average having higher occupational prestige compared to females. In all, it was shown that how productive and confident people perceive themselves to be in the workforce differs. However, there is no direct relationship between occupational prestige how self-perception of work competency. Findings highlight the importance of Eriksonian theory in that individuals continue to develop psychosocially over time.

Bakgrund: Hög personalomsättning påverkar patientvården negativt, vilket gör det avgörande att behålla personalen inom vården. Social exchange theory och the unfolding model beskriver personalomsättning och faktorer som driver omsättningen, inklusive organisationellt engagemang. Generellt rapporterar organisationellt engagerade arbetstagare lägre nivåer på intentionen att lämna. Syfte: Att granska och sammanställa empirisk forskning om organisatoriskt engagemang och dess påverkan på personalomsättningen inom vården. Metod: En begränsad systematisk översikt utfördes, vilket resulterade i 44 inkluderade artiklar av 204 granskade vilka sammanställdes narrativt. Resultat: Organisationellt engagemang var negativt korrelerat med intentionen att lämna och positivt korrelerat med intentionen att stanna. Organisationellt engagemang medierade även delvis och helt för relationen mellan uppsatsens olika identifierade faktorer med påverkan på beteendeintentionerna att lämna och stanna. Affektivt engagemang korrelerade måttligt negativt med avsikt att lämna, medan normativt engagemang visar en svag positiv korrelation. Faktorer som påverkar organisationellt engagemang och omsättning är bland annat arbetsrelaterade aspekter, organisatoriska förutsättningar, professionella faktorer, kommunikation och möjlighet till feedback, samt personliga faktorer. Studier fokuserar främst på kvinnliga vårdpersonal, data om könsskillnader är för begränsad för att dra slutsatser. Slutsatser: Organisationellt engagemang korrelerar med båda beteendeintentionerna och medierar delvis eller helt de påverkande faktorerna i det vetenskapliga underlaget. Uppsatsen finner stöd för att det saknas en direkt korrelation mellan organisationellt engagemang och personalomsättning, förhållandet medieras av beteendeintentionerna att stanna eller lämna. Att stärka organisationellt engagemang, främja hälsa och tillgodose personalens behov är väsentligt för att utveckla säkrare, mer hållbara och attraktivare vårdorganisationer. För att förbättra personalomsättning bör insatser fokusera på utvecklingsarbete av arbetsmiljö och arbetsuppgifter, värderade förmåner och möjlighet till kompetensutveckling. / Background: High staff turnover negatively affects patient care, which makes it crucial to retain staff in care. In general, organizationally committed workers are less likely to quit. Social exchange theory and theories of employee turnover and organizational commitment explain factors that drive turnover. Purpose: To review and compile empirical research on organizational commitment and its impact on staff turnover in healthcare. Method: A limited systematic review was performed, which included 44 included articles out of 204 reviewed compiled narratively. Results: Organizational commitment is negatively correlated with intention to leave and positively correlated with intention to stay. Organizationally engages the media's relationship between identified factors and turnover. Affective commitment correlates moderately with intention to leave, while normative commitment shows a weak correlation. Factors that affect organizational commitment and turnover include work-related aspects, organizational conditions, professional factors, communication and the opportunity for feedback, as well as personal factors. Studies focus mainly on female healthcare workers, data on gender differences are too limited to draw conclusions. Conclusions: Organizational commitment has a weak direct correlation with behavioral intentions. It is crucial to staff retention, and basically reflects how well the organization meets employee needs, which can affect staff turnover. There is no direct relationship between commitment and turnover, but relationships are mediated by behavioral intentions. Improving turnover requires effective resource allocation in the form of development work, valued benefits and opportunities for training. Strengthening engagement, promoting health and meeting staff needs is essential to developing safer, more sustainable and more attractive healthcare organizations.

This study examined the effects of using serious games for training on task performance and declarative knowledge outcomes. The purpose was to determine if serious games are more effective training tools than traditional methods. Self-efficacy, expectations for training, and engagement were considered as moderators of the relationship between type of training and task performance as well as type of training and declarative knowledge. Results of the study offered support for the potential of serious games to be more effective than traditional methods of training when it comes to task performance.

This dissertation contributes an enhanced understanding of team cognition, in general, and collaborative problem solving (CPS), specifically, through an integration of methods that measure team interaction dynamics and knowledge building as it occurs during a complex CPS task. The need for better understanding CPS has risen in prominence as many organizations have increasingly worked to address complex problems requiring the combination of diverse sets of individual expertise to achieve solutions for novel problems. Towards this end, the present research drew from theoretical and empirical work on Macrocognition in Teams that describes the knowledge coordination arising from team communications during CPS. It built from this by incorporating the study of team interaction during complex collaborative cognition. Interaction between team members in such contexts has proven to be inherently dynamic and exhibiting nonlinear patterns not accounted for by extant research methods. To redress this gap, the present research drew from work in cognitive science designed to study social and team interaction as a nonlinear dynamical system. CPS was examined by studying knowledge building and interaction processes of 43 dyads working on NASA's Moonbase Alpha simulation, a CPS task. Both non-verbal and verbal interaction dynamics were examined. Specifically, frame-differencing, an automated video analysis technique, was used to capture the bodily movements of participants and content coding was applied to the teams' communications to characterize their CPS processes. A combination of linear (i.e., multiple regression, t-test, and time-lagged cross-correlation analysis), as well as nonlinear analytic techniques (i.e., recurrence quantification analysis; RQA) were applied. In terms of the predicted interaction dynamics, it was hypothesized that teams would exhibit synchronization in their bodily movements and complementarity in their communications and further, that teams more strongly exhibiting these forms of coordination will produce better problem solving outcomes. Results showed that teams did exhibit a pattern of bodily movements that could be characterized as synchronized, but higher synchronization was not systematically related to performance. Further, results showed that teams did exhibit communicative interaction that was complementary, but this was not predictive of better problem solving performance. Several exploratory research questions were proposed as a way of refining the application of these techniques to the investigation of CPS. Results showed that semantic code-based communications time-series and %REC and ENTROPY recurrence-based measures were most sensitive to differences in performance. Overall, this dissertation adds to the scientific body of knowledge by advancing theory and empirical knowledge on the forms of verbal and non-verbal team interaction during CPS, but future work remains to be conducted to identify the relationship between interaction dynamics and CPS performance.

Mistakes and betrayals can cause developing interpersonal trust between parties to be broken, and damaged trust can have serious negative impacts on relationships, such as withdrawal from group interaction or the enactment of revenge. Research has suggested that the use of apologies helps to repair damaged trust. However, this research is almost exclusively based in westernized populations and has not begun to explore any cross-cultural differences. Therefore, the primary goal of this comparative cross-national laboratory study was to examine if, and how, the effectiveness of trust repair efforts differs across cultures. The effectiveness of three manipulated trust repair strategies (no response, apology, and account) was tested using students from universities in the United States (U.S.) and in the United Arab Emirates (UAE). The results of the study indicate that fatalism, or the belief that events in life are meant to occur, was negatively related to initial trust and positively related to initial distrust toward one’s collaborative partner. It was also found that higher levels of fatalism were associated with more severe trust damage after a trust violation. Regarding the trust repair strategies, accounts were more effective at repairing trust than no response for high fatalism participants whereas apologies were more effective than accounts at reducing distrust after a violation for low fatalism participants, providing partial support for the idea that trust repair strategies are more effective when matched to the cultural self-construal of the victim. Finally, initial distrust and trust directly after the violation were predictive of taking revenge on the other player. Implications are discussed along with the study limitations and suggestions for future research.

The influence of leadership on team success has been noted extensively in research and practice. However, as organizations move to flatter team based structures with workers communicating virtually across space and time, our conceptualization of team leadership must change to meet these new workplace demands. Given this need, the current study aims to begin untangling the effects of distribution and virtuality on team leadership structure and subsequent team outcomes that may be affected by differences in conceptualizing such structures. Specifically, the goals of this study were threefold. First, this study investigated how the physical distribution of members may impact perceptions of team leadership structure, depending on virtual tool type utilized for communicating. Second, this study explored how different indices of team leadership structure may have different influences on team outcomes, specifically in terms of conceptualizing the degree to which multiple members are perceived as collectively enacting particular leadership behaviors via a network density metric, and conceptualizing team leadership in regards to the specialization of members into particular behavioral roles, as captured via role distance and role variety indices. Finally, this study expanded on current research regarding team leadership structure by examining how the collective enactment of particular leadership (i.e., structuring/planning, problem solving, supporting social climate) behaviors may facilitate specific teamwork processes (i.e., transition, action, interpersonal), leading to enhanced team performance, as well as how leadership role specialization may impact overall teamwork and team performance. Findings from a laboratory study of 188 teams participating in a simulated decision making task reveal a significant interaction for the influences of physical distribution and iv virtuality on perceptions of leadership structure, such that less distributed teams (i.e., those with fewer isolated members) were more likely to perceive their distributed members as participating in the collective enactment of necessary leadership responsibilities when communicating via richer media (i.e., videoconferencing, teleconferencing) than less rich media (i.e., instant messaging). However, virtuality and distribution did not impact the degree to which members were perceived as specializing in a particular leadership role, or the overall variety of leadership roles being performed. In terms of team outcomes, the perceived collective enactment of leadership emanating from distributed team members significantly predicted teamwork, while the perceived collective leadership of collocated members did not have a significant impact. Specifically, greater distributed team member involvement in the collective enactment of structuring/planning leadership positively impacted team transition processes, while the collective enactment of supporting the social climate positively predicted team interpersonal processes. Although the relationship between perceived leadership role specialization, in terms of role distance and role variety, and team performance was mediated by overall teamwork processes as expected, leadership role specialization had a negative impact on overall teamwork. Finally, while team action processes did not serve to mediate the relationship between perceived problem solving network density and team performance, team transition processes mediated the relationships between the collective enactment of structuring/planning for distributed members and team performance. The collective enactment of supporting the social climate by distributed team members and its relationship to team performance was also mediated by interpersonal teamwork processes. Together, these results reveal the importance in considering context, specifically virtuality and physical distribution, when designing, developing v and maintaining effective team leadership, teamwork, and team performance. Furthermore, they provide unique insight regarding how different configurations of leadership may be possible in teams. Study limitations, practical implications, and recommendations for future research and practice are further discussed.

Mentoring relationships can have both costs and benefits for mentors and their proteges. The present research examined the degree to which mentors' perceived costs and benefits affect the functional and dysfunctional mentoring they provide to their proteges. Additionally, I investigated whether mentor-perceived costs and benefits were associated with the mentors' own goal orientation and the goal orientation of their proteges. Data were collected from 86 proteges and their current supervisory mentors. Consistent with expectations, when mentors reported greater costs of embarrassment associated with their relationship, the proteges reported receiving greater dysfunctional mentoring. Proteges who reported receiving greater functional mentoring tended to have mentors who perceived greater benefits of mentoring them. Both proteges and mentor goal orientations demonstrated significant correlations with mentor-perceived costs and benefits of their relationships. Implications for training and reinforcing functional mentoring will be discussed.

There is a void that exists within the discretionary behavior literature as it pertains to the counterproductive work behavior (CWB) and organizational citizenship behavior (OCB) relationship, respectively. The present study examined the moderating effects of moral identity on the relationship between CWB and OCB. In addition, exploratory analyses using moral identity sub-dimensions, organizational fairness, and job satisfaction were conducted. The study recruited 254 participants using MTurk. Using moderated multiple regression, a moderating effect for internalization (a moral identity sub-dimension) was revealed for the relationship between the organizational sub-dimensions of CWB and OCB. Other moderation analyses proved to be non-significant. Theoretical and practical implications of results are discussed. Future research should implement a longitudinal design to help determine causality for the moderation finding, as the current study used cross-sectional data. Findings from this study could be used to help fill the CWB to OCB literature void previously mentioned.

Workplace bullying is a recently recognized problem within organizations. Two personalities may be theoretically related, and may be able to predict this aggressive behavior: right-wing authoritarianism and social dominance orientation. However, it is still unclear how to measure right-wing authoritarianism as a construct. Two surveys were distributed. The first was to assess the factor structure inconsistency among the literature. A three-factor operationalization was supported. Analysis of the second survey examined the relationship between the aggression dimension of right-wing authoritarianism, dangerous worldview and workplace bullying; as well as the relationship between social dominance orientation and competitive worldview on workplace bullying. No significant relationship was found between authoritarian aggression and workplace bullying, however, social dominance orientation fully mediated competitive worldview and workplace bullying. Theoretical implications, limitations, and practical applications are discussed.

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