Internal attribution for bad events, along with stable and global attributions, has been regarded as a component of pessimism, a precursor of negative work outcomes. Most evidence in support of this conceptualisation has come from research conducted in individualist cultures. We questioned if internal attribution has the same pessimistic implication in a collectivist culture. Findings from two studies conducted on Chinese employees supported our expectations that the stability and globality dimensions (but not the internality dimension) would predict disengagement responses (such as quitting and being neglectful at work) and lack of engagement responses (such as voicing suggestions and being loyal to the organisation). A reconceptualisation of pessimism in the workplace is therefore necessary. A dimensional, rather than a composite, scoring method is proposed for maintaining the predictive and construct validities of attributional style as an indicator of pessimism.

This study extended past research and investigated how post-apology behavioral consistency influences subsequent forgiveness in an organizational setting. Using a sample of 326 working adults, we confirmed that post-apology behavioral consistency is an important boundary condition of the effectiveness of apology in eliciting forgiveness. Despite having received an apology, the victim's intention to forgive would be low if the perpetrator displayed behaviors inconsistent with the apology made, but would be reinforced by the offending colleague's behaving in accordance with the apology. People who have initially forgiven their colleagues are less susceptible to influences by subsequent post-apology behavioral inconsistency, although trust continues to be harmed by repeat violations.j asp_754 1214..1236

The Overall Managerial Readiness (OMR) scale was first developed as a simple measure of managerial potential for the Chinese workforce. OMR purports to predict managerial performance by assessing a person's attitudes and intention to engage in managerial practices. It consists of 28 forced‐choice statements most of which refer to attitudes and behaviors in a work setting. Three studies together showed that OMR was correlated negatively with neuroticism, and positively with conscientiousness, agreeableness, openness to experience, and extraversion. Notwithstanding, OMR was distinct from the Big Five, and had incremental predictive power on work performance (Study 3). Besides, OMR alone predicted bank managers' productivity (Study 4). Finally, internal consistency and concurrent validity of a Likert version of OMR was ascertained (Study 5).

Adopting a longitudinal field study, this paper investigates whether entity theorists (students who believe human attributes are fixed) are less likely than incremental theorists (students who believe human attributes are malleable) to change their evaluations of a teacher in accordance with his behavioral changes. An instructor exhibited some forgetful behaviors in the first half of a course, and ceased doing so in the second half. Consistent with our hypothesis, incremental theorists adjusted their perceptions of the instructor. They rated him as less forgetful accordingly at the end of the course than at the middle. Entity theorists, however, did not show this change. With improved ecological validity, this study extends previous laboratory studies to teacher evaluation.