Anja Feierabend

The neural circuitry of a broken promise

Promises are one of the oldest human-specific psychological mechanisms fostering cooperation and trust. Here, we study the neural underpinnings of promise keeping and promise breaking. Subjects first make a promise decision (promise stage), then they anticipate whether the promise affects the interaction partners decision (anticipation stage) and are subsequently free to keep or break the promise (decision stage). Findings revealed that the breaking of the promise is associated with increased activation in the DLPFC, ACC, and amygdala, suggesting that the dishonest act involves an emotional conflict due to the suppression of the honest response. Moreover, the breach of the promise can be predicted by a perfidious brain activity pattern (anterior insula, ACC, inferior frontal gyrus) during the promise and anticipation stage, indicating that brain measurements may reveal malevolent intentions before dishonest or deceitful acts are actually committed.

Are there Spillover Effects of a Family Supportive Work Environment on Employees without Childcare Responsibilities

This paper focuses on the effects of a family supportive work environment on employees’ attitudes and behaviors. We therefore differentiate between employees with childcare responsibilities and those without. As the implementation of family supportive services is financially costly, it is important to know if and how a family-friendly work policy affects the attitudes and behaviors of the entire workforce. Using a survey of results taken from 1260 randomly selected employees in Switzerland, we analyzed whether the perception of a comprehensive family orientation – involving family supportive services as well as family-friendly dialogue and culture – has an effect on employees with responsibility for childcare, for care of the elderly and also, on those without any care responsibilities. Firstly, the results show that family supportive services only have a specifically positive effect on the life satisfaction of employees with childcare responsibilities. More surprisingly, one can see that spillover effects exist for organizational-related outcomes: A family supportive dialogue and culture both reduce the intention to quit and enhance the organizational commitment of the entire workforce – whether or not there is a direct benefit to the employees.

Task variety and counterproductive work behavior

Purpose The purpose of this paper is to examine the relationship between task variety and counterproductive work behavior (CWB) and the relationship between change in task variety and change in CWB. CWB is proposed as being a behavior that serves as an outlet by which employees can express displeasure and acts as a substitute for a lack of interest when task variety is low. Design/methodology/approach This study analyzed survey data that were collected at two points in time (T1 and T2) from 515 employees with different occupations working in Switzerland. Findings Task variety at T1 negatively related to organizational CWB (CWB-O) at T2 and interpersonal CWB (CWB-I) at T2. Task variety at T1 was also related to a change in CWB-O and a change in CWB-I. However, change in task variety showed a non-significant relationship to change in CWB-O and change in CWB-I. Research limitations/implications Results indicated that employees tend to respond with CWB when task variety is permanently low and that CWB may even increase over time. Further studies that examine the dynamics between task variety and CWB are therefore recommended. Practical implications Findings inform the practice on the potentially harmful effects of unstimulating work designs and therefore have implications for how to better prevent CWB. Originality/value The two-wave data collection allowed for differentiation between the effect of the baseline level of task variety at T1 on CWB at T2 and the effect of a change in task variety on a change in CWB.

Reaktionen der Personalpolitik auf die Globalisierung

Die Schubkraft der Globalisierung verandert die Wirtschaftswelt und setzt Firmen unter Druck, auf die veranderten Rahmenbedingungen zu reagieren. Durch den verstarkten internationalen Wettbewerb werden die Personalressourcen zunehmend zum kritischen Erfolgsfaktor fur Unternehmen. Um im globalen Arbeitsmarkt trotz ansteigender Talentknappheit mit kompetenten und motivierten Beschaftigten zu bestehen, ist das Personalmanagement gefordert, mit innovativen Massnahmen Talente anzuziehen und zu halten. Die Ergebnisse des HR-Barometers 2010 zeigen auf, dass ein Grossteil der global tatigen Grossunternehmen in eine familienorientierte Personalpolitik investiert.