The present paper reports two studies designed to test the Dualistic Model of Passion with regard to performance attainment in two fields of expertise. Results from both studies supported the Passion Model. Harmonious passion was shown to be a positive source of activity investment in that it directly predicted deliberate practice (Study 1) and positively predicted mastery goals which in turn positively predicted deliberate practice (Study 2). In turn, deliberate practice had a direct positive impact on performance attainment. Obsessive passion was shown to be a mixed source of activity investment. While it directly predicted deliberate practice (Study 1) and directly predicted mastery goals (which predicted deliberate practice), it also predicted performance-avoidance and performance-approach goals, with the former having a tendency to facilitate performance directly, and the latter to directly negatively impact on performance attainment (Study 2). Finally, harmonious passion was also positively related to subjective well-being (SWB) in both studies, while obsessive passion was either unrelated (Study 1) or negatively related to SWB (Study 2). The conceptual and applied implications of the differential influences of harmonious and obsessive passion in performance are discussed.
SummaryWhy do workers decide to go on strike or change their mind during a strike? This field study aims to determine to what extent employees' perceptions of justice formed during the collective bargaining process influence their strike vote. Data were collected from a North American university faculty that went on strike 21 months after the expiration of its collective agreement. The results show that perceived justice about collective bargaining is a determinant of the strike vote. The role played by the employer and the union as a source of (in)justice and the importance of the four types of justice perceptions (procedural, distributive, interpersonal, and informational) vary depending on the context of ballots (initiate, continue, or end the strike). This suggests that the reduction of uncertainty leads to the activation of three different mechanisms: judgmental heuristics (salience), social comparison, and cognitive dissonance. The results also suggest that employees attempt to be as rational as possible when they decide to go on strike. Nevertheless, the decision to join strikers and to continue the strike is partly based on an emotional process: employees use the strike to punish the employer.
Artificial intelligence (AI) will fundamentally change the global labor market in the near future. While many papers have been published on related topics-such as algorithm development, human-robot communication, laws, and legislation surrounding AI-the psychological impacts of its implementation in workplaces are still largely unknown. Furthermore, existing theoretical models of AI effects do not incorporate psychological outcomes, which translates into a major gap in the scientific literature.Therefore, this study's purpose was to empirically verify a newly developed theoretical model that integrates one individual determinant (e.g., general mental ability [GMA]) and the psychological outcomes of AI in the workplace (e.g., the effects of AI perceived usefulness on the basic psychological needs and psychological health). To that end, five hundred forty-six employees (46.7% women and 53.3% men) working at least 20 hr per week in various Canadian organizations answered several online questionnaires. Collected data were analyzed using path analysis. First, the results of this study showed that the GMA-level influences AI perceived usefulness-level, which in turn determines its positive or negative perception. This perception differentially impacts employees' satisfaction or thwarting of basic psychological needs and also indirectly their psychological health. By combining three different theoretical approaches, this study contributes to connecting interdisciplinary knowledge of AI impacts on workers' psychological health and to reducing gaps between related research fields.
The capacity of personality facets to predict contextual performance (i.e., interpersonal facilitation and job dedication), task performance, and global performance was explored by means of two predictive validity field studies. In a preliminary way, Study 1 demonstrated that four personality facets -Self-Consciousness, Excitement Seeking, Trust, and Competence -were related to at least one job performance dimension in a well-structured occupation sample. Study 2 revealed that eight personality facets were linked to specific job performance dimensions in a professional occupation sample. Results indicate that a combination of facets is useful for predicting job performance.
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