Ariel S. Levi

Attribution bias: On the inconclusiveness of the cognition–motivation debate.

Abstract Social psychologists have given considerable theoretical and research attention to whether motivational variables bias the attributions people make for behavior. Some theorists maintain that motivational constructs must be invoked to explain certain attributional phenomena; other theorists maintain that information-processing variables can adequately explain these phenomena. The present article critically examines existing cognitive and motivational approaches to attribution and analyzes the assumptions underlying the cognition-motivation debate. We argue that cognitive and motivational theories are currently empirically indistinguishable. In particular, its is possible to construct information-processing explanations for virtually all evidence for motivated bias. We conclude by examining the implications of this indeterminacy of cognitive and motivational explanations. Future research in the area can most profitably be addressed to improving the specificity of cognitive and motivational theories rather than to resolving the between-theory confrontation.

A cognitive analysis of Japan's 1941 decision for war.

Previous studies have found that the cognitive performance of government decision-makers declines in crises that result in war. This decline has been attributed to crisis-produced stress which leads to simplification of information processing. The present study tested the disruptive stress hypothesis in the context of Japans decision for war in 1941. Two content analysis techniques, integrative complexity coding (Schroder et al.,) and cognitive mapping (Axelrod, 1976) were used to analyze the translated records of statements by key Japanese policy-makers. Comparisons between statements made in the early and late periods of the 1941 crisis yielded only weak evidence of cognitive simplification. Interestingly, however, the social context in which statements were made significantly affected the complexity of cognitive performance: Statements made in Liaison conterences (in which policies were formulated) were significantly less complex than statements made in Imperial conferences (in which policies were presented to the Emperor for approval). Theoretical and methodological implications of the results were discussed.

Short research note: Rater positive and negative mood predispositions as predictors of performance ratings of ratees in simulated and real organizational settings: Evidence from US and Israeli samples

Laboratory research shows that raters who experience positive mood evaluate others more favourably, while raters who experience negative mood provide less favourable ratings. Based on these findings it was hypothesized that in more realistic work situations, raters who are high on positive mood predisposition would provide higher job performance ratings of ratees, while raters who are high on negative mood predisposition would provide lower job performance ratings. These hypotheses were tested by examining performance ratings from two sources: a realistic organizational simulation conducted in the US and an Israeli industrial firm. In both samples, negative mood predisposition was negatively associated with performance ratings of ratees, whereas positive mood predisposition was unrelated to performance ratings.

Differences between African Americans and Whites in reactions to affirmative action programs in hiring, promotion, training, and layoffs.

This study examines the reactions of African Americans and Whites to affirmative action programs (AAPs) applied to 4 human resource activities: hiring, promotion, training, and layoffs. The results of a scenario-based experimental study conducted on a large sample (N > 800) of advanced undergraduate and MBA business school participants generally supported the hypothesis that human resource activity elicited systematic differences in reaction to AAPs between African Americans and Whites. The authors also replicated previous research on the effect of AAP strength and prior discrimination by the organization on reactions to AAPs. Results indicated that AAP strength levels moderated racial differences in reaction to AAPs, while the moderating role of prior discrimination by the organization was not supported. Implications for future research are discussed.

The Relation between Political Ideology and Attitudes toward Affirmative Action among African-Americans: The Moderating Effect of Racial Discrimination in the Workplace

Survey data from two samples of African-American students supported the hypothesis that the association between political ideology and attitudes toward affirmative action (AA) is moderated by the experience of workplace discrimination. Specifically, ideology was associated with support for AA, but only among individuals who had not experienced discrimination. Among these individuals, egalitarians, who view fairness in terms of group equality, were more supportive of AA than were individualists, who view fairness from the perspective of the individual. Conversely, among individuals who had experienced discrimination, ideology was not related to attitude toward AA: support was high and approximately equal regardless of ideology. Findings were interpreted in terms of Referent Cognitions Theory (Folger, 1986).

Employee Reactions to HPWS in Multinational Companies: Effects of Subsidiary and Parent Cultures

Research has shown that High-Performance Work Systems (HPWS) are positively related to employee attitudes and performance. However, the boundary conditions of these relationships have been relative...

The experience of work stress and the context of time: Analyzing the role of subjective time

Scholars have generally neglected the importance of the subjective aspects of time in the field of work stress. In this paper we analyze the joint effects of employee perceptions of subjective time and cultural, organizational, individual, and situational factors on employee experiences of stress. By explicitly considering the role of subjective time in stress research, we develop several propositions and discuss recommendations for future research. We discuss implications for organizational practice in reducing stress, revolving around the manipulation and experience of time.

A Strategy for Teaching About Judgmental Bias and Methods for Improving Judgment

curate information processing (e.g., Kotter, 1982; McCall, Kaplan, & Gerlach, 1982; Mintzberg, 1973; Sayles, 1979). Managers must diagnose problems, make projections, and think creatively about existing and potential problems, frequently under conditions of substantial uncertainty. Technical aids to judgment and decision making, as exemplified by management information systems, can be helpful, but they cannot substitute for human judgment. Ultimately, it is managers, not computers, that must make decisions.