Whereas some studies have shown that contingently applied extrinsic rewards decrease intrinsic motivation created by an interesting task, an equal number of studies have failed to support this phenomenon, known as the overjustification effect. Research studies from work and organizational psychology journals were categorized according to whether intrinsic motivation had been measured via free-time or task performance measures. Results of a meta-analysis, testing for a moderator effect, show that support for the overjustification effect occurs only when intrinsic motivation is operationalized as task behaviour during a free-time measure. In contrast, task performance measures indicate that the effects of intrinsic and extrinsic rewards on motivation are additive. The advantages and disadvantages of different operationalizations of the intrinsic motivation construct are discussed. Received21 June 1991; revised w s i o n received 30 Seplenrber 1991

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The purpose of this study was to catalogue specific behavioral strategies used by dual-career couples to solve work-home role conflicts in each of seven broad areas: domestic chores, maintaining social relations, role cycling, job relocations, sex-role socialization, social pressure, and direct competition between spouses. Twenty-four men and women from dual-career families were interviewed using the critical incident method. Results show that six of the seven dimensions could be supported empirically with behaviorally defined solutions; the exception being sex-role socialization. Differences between the results of this study and those of previous studies which have investigated coping behaviors are discussed, and suggestions are offered as to how the findings may be of help to practitioners.

Role theory is used to test the notion that inter-role conflict between work and non-work spheres of life explains why men and women have been known to prefer different job attributes. Four job attribute factors were tested: intrinsic, career orientation, work conditions and parental support. Together with job level, all variables and their causal linkages were modelled in a path diagram. Multiple regression and path analysis were used to test the model. Questionnaires were distributed in northeast USA to married, employed parents, and usable responses were received from 155 males and 161 females. Results show that males and females differ on three of the four job attribute categories: careerorientation(r = -. 14,p <.01); workconditions(r = .31,p<.Ol);and parental support (r = .51, p <.Ol), and that females experience more role conflict than males (r = .38, p <.01). Role conflict explains in part why men and women differ on the parental support factor. However, job level, rather than role conflict, explains gender differences on the career orientation and work conditions factors.Knowing what employees desire from their work helps organizations design jobs, develop reward systems, promote leadership styles, and design general personnel policies to improve job satisfaction and motivation. Because of the marked influx of women into the full-time workforce over the' last 20 years, researchers have been investigating gender differences in desired job attributes (Bartol & Manhardt, 1979; Beutell & Brenner, 1986;Lacy, Bokemeier & Shephard, 1983;Manhardt, 1972). At issue is whether men and women have different or similar views of what attributes they prefer from work. Notable discrepancies between men and women would suggest that organizations modify their personnel policies or organizational climate in line with the recent changes in their labour force. Job attribute preferencesDo men and women view the importance of various job attributes differently, and if so, why? Research in this area has produced mixed and inconsistent results. Early research, which used a limited list of job rewards based on Herzberg's 1959 dual factor theory of intrinsic and extrinsic rewards, found few gender differences and showed that males and

SummaryThe relationships among manager's emotional intelligence, store cohesiveness, sales-directed employee behavior, and objective store performance were investigated. Non-managerial sales employees of a large retail electronics chain in South Korea (N = 1611) rated the emotional intelligence of their own store managers as well as the group cohesiveness within their stores. Store managers (N = 253) separately rated the salesdirected behavior of their employees. Objective sales data were collected one month later for each store.No direct relationship between manager emotional intelligence and objective store performance was found. Instead, the results supported the hypothesized four-variable, three-path mediation model: store manager's emotional intelligence was related to store cohesiveness, which in turn was related to the sales-directed behavior of the frontline employees, which ultimately predicted the objective performance of the stores. Manager emotional intelligence and store cohesiveness are seen as intangible organizing resources or sociopsychological capital for non-managerial store employees. Implications for future research and more effective management of retail firms are discussed. Van den Berg, & Wiersma, 2012). The present empirical field study addresses whether the emotional intelligence (EI) of managers is associated with the performance of their work units, a question that has been raised more in the literature than has been examined empirically (e.g., Humphrey, 2012;Kaplan, Cortina, Ruark, LaPort, & Nicolaides, 2014;Kluemper, DeGroot, & Choi, 2013;Rajah, Song, & Arvey, 2011;Walter, Cole, & Humphrey, 2011). The research rests, in part, on ample evidence that both managers and individual contributors who have EI are more effective at work (George, 2000;Gooty, Connelly, Griffith, & Gupta, 2010;Humphrey, 2002). We tested a model between the EI of work-unit managers and objective work-unit performance and show how two additional variables mediate this relationship. We are very grateful to the associate editor and the reviewers for their very helpful feedback. We also thank Richard Bandstra for his assistance with this paper.