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Although many behavioral studies have investigated the effect of processing fluency on subsequent recognition memory, little research has examined the neural mechanism of this phenomenon. The present study aimed to explore the electrophysiological correlates of the effects of processing fluency on subsequent recognition memory by using an event-related potential (ERP) approach. The masked repetition priming paradigm was used to manipulate processing fluency in the study phase, and the R/K paradigm was utilized to investigate which recognition memory process (familiarity or recollection) was affected by processing fluency in the test phase. Converging behavioral and ERP results indicated that increased processing fluency impaired subsequent recollection. Results from the analysis of ERP priming effects in the study phase indicated that increased perceptual processing fluency of object features, reflected by the N/P 190 priming effect, can hinder encoding activities, reflected by the LPC priming effect, which leads to worse subsequent recollection based recognition memory. These results support the idea that processing fluency can influence subsequent recognition memory and provide a potential neural mechanism underlying this effect. However, further studies are needed to examine whether processing fluency can affect subsequent familiarity.
Vorwort
(2011)
Wie geht es weiter
(2011)
Das Menschenbild, auf dem die meisten Theorien und Modelle in der Arbeits- und Organisationspsychologie indirekt beruhen, beschreibt den Menschen als eher passives Wesen. Arbeitnehmer reagieren auf die Anforderungen ihrer Arbeitsrolle, führen die Bestimmungen des Arbeitsvertrages sowie Arbeitsaufträge und -anweisungen aus. Gleichermaßen werden die Motivation und Gesundheit von Arbeitenden in der Regel als Folge von Arbeits- und Umgebungsbedingungen betrachtet. Dieser Perspektive, die den arbeitenden Menschen als "Spielstein" seiner Umgebung darstellt, wird zunehmend die Betrachtung des aktiven Menschen entgegengesetzt. Arbeitende sind nicht nur passive Auftragsempfänger, sondern sie können auch proaktiv sein, die Initiative ergreifen und ungefragt innovative Lösungen entwickeln. In ihrem Vortrag wird Doris Fay eigene Arbeiten zu Proaktivität und Innovativität vorstellen. Es werden die Arbeitsbedingungen, die zur Entwicklung von aktiven Handlungen beitragen, betrachtet und Konsequenzen von aktivem Handeln und Ansätze zur Selbstregulation diskutiert.
It is now consensus that engaging in innovative work behaviors is not restricted to traditional innovation jobs (e.g., research and development), but that they can be performed on a discretionary basis in most of today’s jobs. To date, our knowledge on the role of workplace stressors for discretionary innovative behavior, in particular for innovation implementation, is limited. We draw on a cybernetic view as well as on a transactional, coping-based perspective with stress to propose differential effects of stressors on innovation implementation. We propose that work demands have a positive effect on innovation implementation, whereas role-based stressors (i.e., role conflict, role ambiguity, and professional compromise) have a negative effect. We conducted a time-lagged, survey-based study in the health care sector (Study 1, United Kingdom: N = 235 nurses). Innovation implementation was measured 2 years after the assessment of the stressors. Supporting our hypotheses, work demands were positively related to subsequent innovation implementation, whereas role ambiguity and professional compromise were negatively related to subsequent innovation implementation. We also tested organizational commitment as a mediator, but there was only partial support for the mediation. To test the generalizability of the findings, we replicated the study (Study 2, Germany: employees from various professions, N = 138, time lag 2 weeks). Similar results to that in Study 1 were obtained. There was no support for strain as a mediator. Our results suggest differential effects of work demands and role stressors on innovation implementation, for which the underlying mechanism still needs to be uncovered.
Drawbacks of proactivity
(2016)
The benefit of proactive work behaviors for performance-related outcomes has been well established. However, this approach to studying proactivity has not yet acknowledged its potential implications for the actor’s well-being. Drawing on the fact that resources at work are limited and that the workplace is a social system characterized by interdependencies, we proposed that daily proactivity could have a negative effect on daily well-being. We furthermore proposed that this effect should be mediated by work overload and negative affect. We conducted a daily diary study (N = 72) to test the potential negative effects of proactivity on daily well-being. Data was collected across 3 consecutive work days. During several daily measurement occasions, participants reported proactivity, work overload, negative affect, and fatigue. They also provided 4 saliva samples per day, from which cortisol was assayed. Based on the 4 samples, a measure of daily cortisol output was produced. Multilevel analyses showed that daily proactivity was positively associated with higher daily cortisol output. The positive association of daily proactivity with bedtime fatigue was marginally significant. There was no support for a mediating effect of work overload and negative affect. Implications for theory-building on the proactivity–well-being link are discussed. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
Evidence is accumulating on the role of teams in shaping a variety of business outcomes, but our knowledge on the effect of teamwork on organizational innovation is still evolving. This study examines whether the extent to which two staff groups are organized in teams (production staff and management/administrative staff) affects organizational innovation and whether human resource management (HRM) systems, which can be of facilitating or constraining nature, enhance the teamwork/innovation relationships. Hypotheses were tested with lagged and longitudinal data derived from 18 to 45 organizations from the UK manufacturing sector. Results suggest that the more widespread the use of teamwork in organizations, the higher the level of organizational innovation. Furthermore, this effect depends, particularly for production teams, on the overall quality of the HRM systems that exist in their organizations. Teamwork/innovation relationships are further moderated (for management and administrative teams) by an HRM practice that provides teams with time for thoughtful reflection. Thus, HRM systems can be of more or less facilitating or constraining nature for teams in organizations.
Over the last two decades, the multi-dimensional notion of job performance has been fully brought to life. The differentiation between core task performance and various aspects of discretionary work behaviour is flow commonly applied. A multitude of empirical studies, enhancing our knowledge of the antecedents and consequences of the different performance aspects, have recently been summarised through various meta-analyses. We use this as all occasion for taking stock in order to identify new areas of theorising and empirical research. Focusing in particular oil proactive performance aspects, the present paper identifies three themes that could inspire new research and model development. We suggest taking a new approach to the treatment of time in order to account for the dynamic nature of performance oil the one hand, and to consider life-span changes oil the other, developing comprehensive models oil proactivity-enhancing interventions, and more strongly incorporating a cross-cultural perspective.
This article studies proactive work behavior from a within-person perspective. Building on the broaden-and-build model and the mood-as-information approach, we hypothesized that negative trait affect and positive state affect predict the relative time spent on proactive behavior. Furthermore, based on self-determination theory we argued that persons want to feel competent and that proactive behavior is one way to experience competence. In an experience-sampling study, 52 employees responded to surveys 3 times a day for 5 days. Hierarchical linear modeling confirmed the hypotheses on trait and state affect. Analyses furthermore showed that although a higher level of experienced competence at core task activities was associated with a subsequent increase in time spent on these activities, low experienced competence predicted an increase in time spent on proactive behavior.