Most people consume meat regularly but simultaneously claim to be animal lovers, which should lead to a state of cognitive dissonance and cause distress. Against this backdrop, it is important to understand why some people decide to stop consuming meat or completely eschew animal products, while others do not. Research has shown gender and self-regulatory mechanisms as important factors, but the underlying psychological processes require further examination. In total, 3259 vegans, vegetarians, and omnivores completed an online questionnaire about their diet, gender role self-concept, moral disengagement from meat consumption, and human supremacy beliefs. The results showed that male vegans described themselves as more feminine but no less masculine than male omnivores, while no such differences were found in women. Furthermore, omnivores reported the highest moral disengagement from meat consumption, followed by vegetarians and vegans. The same was true of human supremacy beliefs. Moreover, the results showed that not only is diet itself related to differences in human supremacy beliefs but also the motives for this diet, with health and environmental motives being associated with stronger human supremacy beliefs than animal-related motives. These findings present practical implications for animal rights activists, marketing, and the health and education sectors.

The mental health of school students has been severely impacted by the aftermath of the COVID-19 pandemic. The present study used a mixed methods approach to assess students’ mental health and examine their wishes for support to improve their psychological well-being. We further investigated gender and age group differences in the amount of clinically relevant mental health problems and the roles that mental health and gender had on desired support. Between April and May 2022, a total of 616 Austrian students aged between 14 and 20 participated in a cross-sectional online survey (77.4% female; 19.8% male; 2.8% non-binary) assessing wishes for support regarding mental well-being and mental health indicators (depression: PHQ-9; anxiety: GAD-7; insomnia: ISI; stress: PSS-10; eating disorders: SCOFF; alcohol abuse: CAGE). A wish for support was expressed by 46.6% of the students. Qualitative content analysis revealed that the two most important categories of desired support types were “professional help” and “someone to talk to”. The group of students with a wish for support in general significantly more often showed clinically relevant depression, anxiety, insomnia, eating disorders, or high stress symptoms. Students that wished for professional help significantly more often exceeded the cut-off for clinically relevant depression, anxiety, and high stress. Those who wished for someone to talk to significantly more often exceeded the cut-off for clinically relevant eating disorders. The results indicate a great need for support for young people’s mental health problems and that this need is even more urgent for students.

The Dark Triad (DT; narcissism, Machiavellianism, psychopathy) has fascinated its audience in movies and theaters for decades. However, they also seem to evoke a sense of threat among people that interact with them. The present research hypothesizes that DT leaders are perceived as both threatening and fascinating. As fascination is approach-oriented while threat is avoidance-oriented, people facing a DT leader should be motivated to avoid and approach these leaders simultaneously, which could lead to a motivational conflict. In three studies (N1 = 255, N2 = 156, N3 = 138), we found that DT leaders evoked states of threat in the form of higher behavioral inhibition and lower behavioral activation. We further found that positive fascination emotions in terms of interest or curiosity were significantly higher in the control condition, while negative fascination emotions in terms of puzzlement or bafflement were substantially higher in the DT condition. The qualitative data gives additional insights into whata can be fascinating about a DT leader. Furthermore, the findings depict how both threat and fascination influence people's tendency for social proximity. Theoretical and practical implications are discussed.

<p>Many non-profit organisations (NPOs) are highly dependent on volunteers to achieve their mission, and while volunteers tend to be motivated by altruistic reasons, performance management (PM) likely plays a key role in facilitating their commitment and directing their efforts to achieving their goals and the organisation’s mission. Therefore, the purpose of this study is to investigate the PM process as applied to volunteers in an NPO in New Zealand. Moreover, the similarities and differences between PM practices used for employees and volunteers are examined.   Extant non-profit research has focused on individual management practices, but largely ignored the holistic PM process, whereas existing for-profit literature has concentrated on performance appraisals and evaluations, rather than PM. This study contributes to the limited research on PM processes by drawing together research from both sectors to develop an updated PM process model which is based on current PM trends and includes the steps goal-setting, feedback, training/development, and rewards/recognition. Due to the dearth in research on volunteer PM, a qualitative approach was deemed appropriate for this study to gain a deeper understanding of contextual factors and the research problem. A single case study was chosen to collect rich and in-depth data about the perceptions and experiences of managers and volunteers regarding PM. The New Zealand Cancer Society’s Otago Southland Division (OSD) was selected as case study organisation and 19 semi-structured interviews were conducted with ten managers and nine volunteers. The interviews were held in late 2016 in four locations, the Cancer Society’s national office in Wellington and the OSD’s three main offices, Dunedin, Invercargill, and Queenstown.    The findings show that managers and volunteers struggle with the concept of PM in relation to volunteers because of its poor reputation and perceived unsuitability due to the special characteristics of volunteering. The individual practices, however, generated interest among participants as most practices are already used for volunteers in the OSD, albeit in an informal, ad-hoc manner and under the designation ‘volunteer management’. The interviews revealed a pattern of accepted (rewards/recognition), unaccepted (goal-setting) practices and a “grey area” of practices which allow for further development (feedback, training/development). Volunteers’ motivation and the frequency of use of the practices in the OSD influence if participants perceived them as accepted, unaccepted or as practices with potential (grey area). Based on the outcomes of this study, the updated PM process model was adapted to reflect the OSD’s PM practices for volunteers.    Some inconsistencies in the participants’ perceptions and experiences of PM and a lack of clear volunteer PM procedures were detected. The findings revealed that managers are reluctant to formalise the management practices for volunteers out of fear of losing them and, thus, hide certain practices behind social events which blurs the boundaries between the practices. The findings, therefore, suggest that PM is a valuable concept for the management of volunteers in NPOs, but that a semantic problem exists which prevents the further engagement with PM. Resulting implications are proposed which include a terminology change of PM in NPOs to conceal the managerial character of this concept.</p>

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<p>Many non-profit organisations (NPOs) are highly dependent on volunteers to achieve their mission, and while volunteers tend to be motivated by altruistic reasons, performance management (PM) likely plays a key role in facilitating their commitment and directing their efforts to achieving their goals and the organisation’s mission. Therefore, the purpose of this study is to investigate the PM process as applied to volunteers in an NPO in New Zealand. Moreover, the similarities and differences between PM practices used for employees and volunteers are examined.   Extant non-profit research has focused on individual management practices, but largely ignored the holistic PM process, whereas existing for-profit literature has concentrated on performance appraisals and evaluations, rather than PM. This study contributes to the limited research on PM processes by drawing together research from both sectors to develop an updated PM process model which is based on current PM trends and includes the steps goal-setting, feedback, training/development, and rewards/recognition. Due to the dearth in research on volunteer PM, a qualitative approach was deemed appropriate for this study to gain a deeper understanding of contextual factors and the research problem. A single case study was chosen to collect rich and in-depth data about the perceptions and experiences of managers and volunteers regarding PM. The New Zealand Cancer Society’s Otago Southland Division (OSD) was selected as case study organisation and 19 semi-structured interviews were conducted with ten managers and nine volunteers. The interviews were held in late 2016 in four locations, the Cancer Society’s national office in Wellington and the OSD’s three main offices, Dunedin, Invercargill, and Queenstown.    The findings show that managers and volunteers struggle with the concept of PM in relation to volunteers because of its poor reputation and perceived unsuitability due to the special characteristics of volunteering. The individual practices, however, generated interest among participants as most practices are already used for volunteers in the OSD, albeit in an informal, ad-hoc manner and under the designation ‘volunteer management’. The interviews revealed a pattern of accepted (rewards/recognition), unaccepted (goal-setting) practices and a “grey area” of practices which allow for further development (feedback, training/development). Volunteers’ motivation and the frequency of use of the practices in the OSD influence if participants perceived them as accepted, unaccepted or as practices with potential (grey area). Based on the outcomes of this study, the updated PM process model was adapted to reflect the OSD’s PM practices for volunteers.    Some inconsistencies in the participants’ perceptions and experiences of PM and a lack of clear volunteer PM procedures were detected. The findings revealed that managers are reluctant to formalise the management practices for volunteers out of fear of losing them and, thus, hide certain practices behind social events which blurs the boundaries between the practices. The findings, therefore, suggest that PM is a valuable concept for the management of volunteers in NPOs, but that a semantic problem exists which prevents the further engagement with PM. Resulting implications are proposed which include a terminology change of PM in NPOs to conceal the managerial character of this concept.</p>

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