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Swallowing disorder in myasthenia gravis patients examined with high-resolution manometry.
This meta-analysis tested if the links between socioeconomic status (SES) and subjective well-being (SWB) differ by whether SES is assessed objectively or subjectively. The associations between measures of objective SES (i.e., income and educational attainment), subjective SES (i.e., the MacArthur ladder SES and perceived SES), and SWB (i.e., happiness and life satisfaction) were synthesized across 357 studies, totaling 2,352,095 participants. Overall, the objective SES and subjective SES measures were moderately associated (r = .32). The subjective SES-SWB association (r = .22) was larger than the objective SES-SWB association (r = .16). The income-SWB association (r = .23) was comparable with the ladder SES-SWB association (r = .22) but larger than the perceived SES-SWB association (r = .196). The education-SWB association (r = .12) was smaller than the associations with both measures of subjective SES. The subjective SES-SWB association was partially explained by common method variance. The subjective SES-SWB association, particularly with the ladder SES measure, also mediated the objective SES-SWB association. In moderation analyses, the objective SES-SWB associations strengthened as samples increased in wealth and population density. The subjective SES-SWB associations strengthened as samples increased in population density, decreased in income inequality, and decreased in relative social mobility. The role of common method variance, social comparisons, and other processes in explaining the SES-SWB links are discussed. (PsycInfo Database Record (c) 2020 APA, all rights reserved).Whether integrating work into home benefits or harms an employee's family role is a critical issue that has met with mixed findings in the extant literature. Work-home integration can be manifested in different ways. Unfortunately, prior research has tended to use global assessments of integration that may mask relationships between different types of integration and work-family outcomes. In 2 studies, the present research takes a step toward a more fine-grained analysis by focusing on the work-family consequences of affective rumination and problem-solving pondering, both of which represent psychological integration of work into home. In Study 1, using a between-person design with a 6-week time lag (N Time1 = 519, NTime2 = 231), affective rumination was positively related to work-family conflict and negatively to work-family enrichment, whereas problem-solving pondering was unrelated to work-family conflict and positively related to work-family enrichment. In Study 2, a within-person daily diary study over 1 workweek (N = 103), affectively ruminating more than usual was related to more work-family conflict than usual and to less enrichment than usual. Moreover, average affective rumination over 1 workweek was negatively related to average work-family enrichment. Problem-solving pondering was unrelated to work-family conflict and enrichment within persons, but was positively related to work-family enrichment between persons. Neither study supported the hypothesis that trait self-control would buffer the negative consequences of affective rumination. Overall, these results emphasize the importance of investigating the consequences of specific types of integrating work into home rather than overall tendencies of doing so. (PsycInfo Database Record (c) 2020 APA, all rights reserved).We generate and test new theory on how organizations can use role interventions to increase employees' organizational citizenship behavior (OCB) such as helping and voice. In particular, we examine how interventions that employ supervisors and peers as change agents can independently and jointly motivate employees to engage in OCB by encouraging them to view their work roles more broadly. MD-224 MDMX chemical We propose that the effects of these interventions become apparent over two distinct temporal phases of change. In the early phase of the change process, when there is higher flux and uncertainty, supervisor-led interventions have relatively stronger positive influences on OCB change and peer-led interventions have limited effects. By contrast, during the later phase of the change process, as greater clarity about behavioral expectations emerges, peer-led interventions have a positive impact and work synergistically with supervisor-led interventions to increase OCB. Using a mixed methods approach, we found support for our theory in a longitudinal quasifield experiment-which tested when supervisor- and peer-led interventions induced changes in OCB-and we explored the processes and challenges underlying such changes in a qualitative follow-up investigation. (PsycInfo Database Record (c) 2020 APA, all rights reserved).Research on team roles has demonstrated that the strategic core has a larger influence on team performance than non-core roles. Drawing on theories of shared cognition and the strategic core approach, we posit that not all shared experience within a team is equally impactful and examine how dyadic experience with the strategic core facilitates team performance. We further examine the extent to which task complexity and presence of the strategic core further influence this relationship. In this study, we examine surgical teams in which the surgeon occupies the core role. We analyze archival surgical data from 7,070 team performance episodes (i.e., surgeries) conducted at a large community hospital in the United States. We hypothesize and find that dyadic experience between core and non-core roles has a positive effect on team performance, which is stronger for less complex tasks. We then examine the assumption that the continuous presence of the strategic core is a necessary condition for team performance. We find support for a three-way interaction in which the positive effect of dyadic experience between core and non-core roles on team performance is weaker when task complexity is relatively higher and core presence is relatively lower. Our study highlights the importance of dyadic experience between core and non-core roles, especially for less complex tasks. Furthermore, our findings indicate that for more complex tasks, a team's core should be present. Additional implications and future directions are discussed. (PsycInfo Database Record (c) 2020 APA, all rights reserved).
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