Alternative procedures for testing regression slope homogeneity when group error variances are unequal.

The test for regression slope homogeneity across groups (e.g., sex, race, and treatments) is used in such varied settings as the analysis of covariance, the study of aptitude by treatment interactions, and bias detection in differential prediction research. The accuracy of this test requires the seldom-considered assumption of equality of within-group error variances. This research studies the effect of violating that assumption on the power of the F test for regression slope equality and finds that the test may be substantially affected when sample sizes are equal and severely affected when sample sizes are unequal. Alternative procedures based on R. A. Alexander's (see record 1994-39680-001) normalized-t approximation, G. S. James's (1951) second-order approximation, the Welch-Aspin approximation, and the chi-square test are described and evaluated. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A cautionary note on modeling growth trends in longitudinal data.

Random coefficient and latent growth curve modeling are currently the dominant approaches to the analysis of longitudinal data in psychology. The application of these models to longitudinal data assumes that the data-generating mechanism behind the psychological process under investigation contains only a deterministic trend. However, if a process, at least partially, contains a stochastic trend, then random coefficient regression results are likely to be spurious. This problem is demonstrated via a data example, previous research on simple regression models, and Monte Carlo simulations. A data analytic strategy is proposed to help researchers avoid making inaccurate inferences when observed trends may be due to stochastic processes. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

The use of impression management tactics in structured interviews: A function of question type?

This study investigated impression management tactic use during structured interviews containing both experience-based and situational questions. Specifically, the authors examined whether applicants' use of impression management tactics depended on question type. Results from 119 structured interviews indicated that almost all of the applicants used some form of impression management. Significantly more assertive than defensive impression management tactics were used, and among assertive tactics, applicants tended to use self-promotion rather than ingratiation. However, different question types prompted the use of different impression management tactics. Ingratiation tactics were used significantly more when applicants answered situational questions, whereas self-promotion tactics were used significantly more when applicants answered experience-based questions. Furthermore, the use of self-promotion and ingratiation tactics was positively related to interviewer evaluations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

An examination of least-squares regression modeling of catastrophe theory.

Although catastrophe theory appears to have substantial heuristic value in many areas of psychology, its acceptance has, to some extent, been hampered by the lack of a well-developed analytic framework. Two recent articles by S. J. Guastello (1987, 1988) suggest that a change-score least-squares regression model provides a method for testing catastrophe theory models. This article reviews these regression analysis procedures. The problems in the approach are detailed, then demonstrated with computer-generated data sets. The results show that such regression approaches cannot adequately distinguish between data that has arisen from a true catastrophe model and data from a true linear model. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The moderating effects of performance ambiguity on the relationship between self-efficacy and performance.

Recent research (e.g., Vancouver & Kendall, 2006; Vancouver, Thompson, Tischner, & Putka, 2002; Vancouver, Thompson, & Williams, 2001) has challenged the conventional view of self-efficacy as a positive influence on performance, finding a negative within-person relationship between self-efficacy and performance. In the current study, performance ambiguity is examined as a potential boundary condition for this negative self-efficacy effect. As hypothesized, self-efficacy was negatively related to subsequent performance under conditions of high ambiguity but was positively related to performance when performance ambiguity was low. Additionally, the study evaluates key mediating processes underlying the relationship between self-efficacy and performance, finding support for the role of performance perceptions and effort allocation. The results of this study help to establish the scope of the phenomenon and suggest potential means of inhibiting the negative self-efficacy effects. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A tale of two tasks: Reversing the self-regulatory resource depletion effect.

This research examined the self-regulatory depletion model (e.g., M. Muraven & R. F. Baumeister, 2000). Although numerous studies support this model’s prediction of decrements in self-regulation across tasks, the majority of this research has relied on a single paradigm in which two tasks are performed in succession. Other work related to learned industriousness (R. Eisenberger, 1992) and adaptation-level theory (H. Helson, 1964) indicates that self-regulatory behavior may remain stable or even improve as a result of prior self-regulatory activities in situations involving additional tasks. Three studies examined these differing perspectives with 2- and 3-task designs. Results indicated that, relative to low initial self-regulatory exertion, high exertion can lead to poorer or better subsequent self-regulation. These findings are consistent with an adaptation view of self-regulation, suggesting that the depletion effect may be only part of the picture of self-regulatory behavior over time. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A Motivated Action Theory Account of Goal Orientation.

Rapid organizational change is increasing the pressure on employees to continually update their skills and adapt their behavior to new organizational realities. Goal orientation is a promising motivational construct that may explain why some individuals adapt to change better. Unfortunately, the current goal orientation literature is in a state of conceptual and methodological disarray. This presentation reviews the goal orientation literature and identifies numerous conceptual ambiguities, including definitional inconsistencies, dimensional inconsistencies, and inconsistencies in the conceptualization of stability. These conceptual ambiguities result in a confusing array of goal orientation measures and manipulations and ultimately an incoherent empirical database. A dynamic self-regulation model of goal orientation, termed motivated action theory, is presented to integrate the various conceptual perspectives and to provide guidelines for future goal orientation research. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Determining relative importance of predictors with the observational design.

A recent comparison of typical extreme-groups designs and observational designs (G. H. McClelland and C. M. Judd, see record 1994-00225-001) showed that extreme-groups designs have greater power to detect interactions than do observational designs and that extreme-groups designs provide estimates of unstandardized parameter values that have smaller standard errors than do estimates provided by observational designs. In this study, this discussion is taken a step further by investigation of the advantages and disadvantages associated with inferences drawn from extreme-groups and observational designs for the estimation of standardized effects. Observational designs, through accurate estimation of predictor variances, are concluded to be superior for the purposes of standardized parameter estimation. Finally, various ways of adapting extreme-groups designs to better justify inferences concerning population distributions are suggested. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Climate perceptions matter: A meta-analytic path analysis relating molar climate, cognitive and affective states, and individual level work outcomes.

Although workplace climate has been extensively studied, the research has not led to firm conclusions as to its relationship with individual level work outcomes. The authors used C. Ostroffs (1993) taxonomy to organize dimensions labeled as workplace climate and then used meta-analytic techniques to test a path analytic model. The model posited that climate affects individual level outcomes through its impact on underlying cognitive and affective states. An extensive literature search yielded 51 empirical studies with 70 samples. The results suggest that the 3 higher order facets of climate (affective, cognitive, and instrumental) affected individual level outcomes of job performance, psychological well-being, and withdrawal through their impact on organizational commitment and job satisfaction. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A Multiple-Goal, Multilevel Model of Feedback Effects on the Regulation of Individual and Team Performance.

When working as a member of a team, individuals must make decisions concerning the allocation of resources (e.g., effort) toward individual goals and team goals. As a result, individual and team goals, and feedback related to progress toward these goals, should be potent levers for affecting resource allocation decisions. This research develops a multilevel, multiple-goal model of individual and team regulatory processes that affect the allocation of resources across individual and team goals resulting in individual and team performance. On the basis of this model, predictions concerning the impact of individual and team performance feedback are examined empirically to evaluate the model and to understand the influence of feedback on regulatory processes and resource allocation. Two hundred thirty-seven participants were randomly formed into 79 teams of 3 that performed a simulated radar task that required teamwork. Results support the model and the predicted role of feedback in affecting the allocation of resources when individuals strive to accomplish both individual and team goals. (PsycINFO Database Record (c) 2010 APA, all rights reserved)