Mitarbeiterintegration und Mitarbeiterbindung von Organisationen – Wie integrieren und binden Organisationen ihr Personal?

This article in the journal “Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO)” provides a brief overview of a semantic integration mechanism how organizations can succeed in integrating and attach their employees. Every organization has basic assumptions about human behavior. These assumptions or images about people, whether implicitly present or explicitly reflected, essentially determine the behavior of the organization and its personnel management. In terms of research theory, the work is based on the system theoretical considerations of Niklas Luhmann. Organizations are fictitious units that are constructed in communication. The employees of organizations belong to the environment of the organization and are structurally linked to it through their employee role. Structurally coupled means the members of an organization are able to influence the structure of the organization. The central result of this article is the identification of a semantic integration mechanism that functions as a membrane that generates resonance both in the social system of organizations and in the psychological system of structurally coupled employees. In the current changing world of work, this mechanism can help organizations to attach their employees to the organization. The empirical data come from a research project on the identity and functional logic of training organizations.     

Forms of Capital and Habitus in the Decision to Go on Academic Exchange

Although Canadian universities have made internationalization a strategic priority, only few Canadian students currently participate in any international study opportunities. Drawing on interviews with Canadian students who were about to spend some of their undergraduate education abroad as exchange students, or had recently returned from a study exchange, we argue that despite the importance of relatively high costs associated with international study experiences, cultural factors play a more important role in enabling the decision to study abroad. Being habitually exposed to travel in one's family, and having been encouraged to travel independently as a teenager or young adult emerge as important precursors to our participants’ decision to take part in study exchanges. Although one needs to engage critically with university administrators’ current preoccupation with internationalization, being exposed to an extended time abroad has shown to have positive effects, especially for otherwise underprivileged students. Given the exploratory nature of this study, we conclude with suggestions for further research aimed at confirming our findings and developing policy.     

Quantifying Facial Expression Synchrony in Face-To-Face Dyadic Interactions: Temporal Dynamics of Simultaneously Recorded Facial EMG Signals

Human social interaction is enriched with synchronous movement which is said to be essential to establish interactional flow. One commonly investigated phenomenon in this regard is facial mimicry, the tendency of humans to mirror facial expressions. Because studies investigating facial mimicry in face-to-face interactions are lacking, the temporal dynamics of facial mimicry remain unclear. We therefore developed and tested the suitability of a novel approach to quantifying facial expression synchrony in face-to-face interactions: windowed cross-lagged correlation analysis (WCLC) for electromyography signals. We recorded muscle activations related to smiling (Zygomaticus Major) and frowning (Corrugator Supercilii) of two interaction partners simultaneously in 30 dyadic affiliative interactions. We expected WCLC to reliably detect facial expression synchrony above chance level and, based on previous research, expected the occurrence of rapid synchronization of smiles within 200 ms. WCLC significantly detected synchrony of smiling but not frowning compared to a control condition of chance level synchrony in six different interactional phases (smiling: d _z s = .85–1.11; frowning: d _z s = .01–.30). Synchronizations of smiles between interaction partners predominantly occurred within 1000 ms, with a significant amount occurring within 200 ms. This rapid synchronization of smiles supports the notion of the existence of an anticipated mimicry response for smiles. We conclude that WCLC is suited to quantify the temporal dynamics of facial expression synchrony in dyadic interactions and discuss implications for different psychological research areas.     

Bonuszahlungen an Geschäftsführungen: Wodurch werden Gerechtigkeitsurteile von Erwerbstätigen beeinflusst?

Managerial compensation in large companies is subject to many critical concerns; this holds particularly for bonus payments. Empirical evidence shows that nearly three quarter of the German population perceive managers’ incomes as unfairly high. Based on an own survey, we examine what drives fairness perceptions of bonus payments for managers: When do employees assess bonus payments for managers within their own company as unfairly high? Under which conditions do they accept high bonus payments? The analyses show that acceptance decreases with the estimated amount of bonus paid. It increases, however, if aspects of procedural and distributive justice are taken into account.     

Was ist hier los?

In our prior article in this issue, we establish that although they are related, organizational and group dynamics are in fact very different. In this second article, we go on to discuss some of the challenges that this poses for consultants. We describe the interplay of factors affecting the development of the dynamics within an organization and explore approaches to acquiring practical knowledge about an organization’s dynamics. Finally, we ask how useful group dynamics skills are for providing consultancy services within and to organizations and consider where and how specific organizational dynamics skills can be acquired.     

Manager-Derailment

The topic of this article in the journal “Gruppe. Interaktion. Organisation (GIO)”, failure of managers, used to be a taboo issue that currently receives more and more attention in the daily press as well as in research. In times of globalization and the resulting world-wide competition, organizations bear the responsibility of counteracting failures of their top managers as they encompass not only financial damage for the company but also personal consequences for the respective individual. The derailment of a manager describes the sudden break-down of a so far successful executive. But how does a derailment occur and are there possibilities to prevent it? The following contribution reports empirical evidence for both risk and resilience factors and gives advice for personnel selection and development.     

Telling about something that you do not really know: blind people are talking about vision!

In Turkey, the laws which define disability have become increasingly harsh, and require disabled people to be assessed in order to determine ‘how disabled’ they are. For blind people, as for other disabled people, these assessments have real consequences. This article aims to discuss an appealing piece that arose during a project, which has bearing on how disabled people tend to answer these questions. The participants are legally blind adults. We, as sighted researchers, asked totally blind individuals to describe their vision. Interestingly, they all answered this question without hesitation. The paradoxical nature of this question was only realized during the analysis. We requested the participants to talk about something they do not really know. This might be a reflection of our over-visualized world and might be due to our subtle prejudices. This type of questioning not only has implications for research, but also for assessments of disability in Turkey.     

The evaluation of socio-economic development of development agency regions in Turkey using classical and robust principal component analyses

In this study, classical and robust principal component analyses are used to evaluate socioeconomic development of regions of development agencies that give service on the purpose of decreasing development difference among regions in Turkey. Due to the high differences between development levels of regions outlier problem occurs, hence robust statistical methods are used. Also, classical and robust statistical methods are used to investigate if there are any outliers in data set. In classic principal component analyse, the number of observations must be larger than the number of variables. Otherwise determinant of covariance matrix is zero. In Robust method for Principal Component Analysis (ROBPCA), a robust approach to principal component analyse in high-dimensional data, even if the number of variables is larger than the number of observations, principal components are obtained. In this paper, firstly 26 development agencies are evaluated with 19 variables by using principal component analysis based on classical and robust scatter matrices and then these 26 development agencies are evaluated with 46 variables by using the ROBPCA method.