The Journal of Applied Behavioral Science最新文献

In this contribution to the Journal of Applied Behavioral Science Special Issue on Understanding Diversity Dynamics in Systems: Social Equality as an Organization Change Issue, I develop and describe design specifications for systemic diversity interventions in upward mobility career systems, aimed at optimizing decision making through mitigating bias by engaging gatekeepers. These interventions address the paradox of meritocracy that underlies the surprising lack of diversity at the top of the career pyramid in these systems. I ground the design specifications in the limited empirical evidence on "what works" in systemic interventions. Specifically, I describe examples from interventions in academic settings, including a bias literacy program, participatory modeling, and participant observation. The design specifications, paired with inspirational examples of successful interventions, should assist diversity officers and consultants in designing and implementing interventions to promote the advancement to and representation of nondominant group members at the top of the organizational hierarchy.

We examine why and when proactive personality is beneficial for innovative behavior at work. Based on a survey among 166 employees working in 35 departments of a large municipality in the Netherlands we show that an increase in task conflicts explains the positive relation between a proactive personality and innovative employee behavior. This process is moderated by job autonomy in such a way that the relationship between proactive personality and task conflict is particularly strong under low compared with high autonomy. The present research contributes to the discussion on the potential benefits of task conflict for change processes and highlights the importance of examining the interplay between personality and work context for understanding innovation practices.

This article examines the effects of social support on the receipt of adequate prenatal care. A study was conducted to test the hypotheses that social support helps women overcome obstacles to obtaining such care, and that social support has greater effects on women facing the most obstacles. Survey data were gathered for more than 90% of the women who gave birth in Oklahoma hospitals during specific periods in the summer of 1986. The authors found only weak support for the first hypothesis, and for the second hypothesis found only support that must be qualified according to the measure of social support. Strong evidence indicates, however, that difficulty in paying for prenatal care, personal inconveniences, and unwanted pregnancies are obstacles to obtaining such care. The findings account for some of the frequently observed demographic differences associated with receipt of adequate prenatal care, although such differences persisted even after the obstacles were considered. The authors present implications for policy makers seeking to improve women's receipt of adequate prenatal care.

Organizational design is presented as a decision process, with specific structures seen as providing alternative choices. To illustrate this, the authors present the case of a major metropolitan hospital that used the process to coordinate service delivery (nursing care versus patient care) and service focus (product oriented versus function oriented). Through interviews with more than 40 hospital administrators and staff, the authors created a list of 20 attributes, and used simple multi-attribute utility analysis to generate six design alternatives. The decision makers unanimously chose one alternative, even though potential for significant conflict existed because of differing values and objectives. The authors find decision analytic techniques useful for both the problem formulation and for generating and evaluating structural alternatives, and conclude that in this case consensus was facilitated by the decision process used.