152,224 research outputs found

    Linking engagement and performance: The social network analysis perspective

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    Theories developed by Tinto and Nora identify academic performance, learning gains, and involvement in learning communities as significant facets of student engagement that, in turn, support student persistence. Collaborative learning environments, such as those employed in the Modeling Instruction introductory physics course, provide structure for student engagement by encouraging peer-to-peer interactions. Because of the inherently social nature of collaborative learning, we examine student interactions in the classroom using network analysis. We use centrality---a family of measures that quantify how connected or "central" a particular student is within the classroom network---to study student engagement longitudinally. Bootstrapped linear regression modeling shows that students' centrality predicts future academic performance over and above prior GPA for three out of four centrality measures tested. In particular, we find that closeness centrality explains 28 % more of the variance than prior GPA alone. These results confirm that student engagement in the classroom is critical to supporting academic performance. Furthermore, we find that this relationship for social interactions does not emerge until the second half of the semester, suggesting that classroom community develops over time in a meaningful way

    The Antecedents of a ‘Chilly Climate’ for Women Faculty in Higher Education

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    The literature on women’s under-representation in academia asserts that faculty women face a ‘chilly climate’, but there are few theoretically based studies examining this proposition. Relational demography, organizational justice, and social network theories all identify possible antecedents of ‘chilly climate’. Using survey data of faculty at a private Midwestern US university, we test whether the perception of exclusion (chilly climate) is influenced by demographic dissimilarity, and perceptions of fairness and gender equity. We find that faculty women perceive more exclusion from academic departments with a low representation of women, consistent with relational demography. Perceptions of procedural fairness and gender equity are powerful factors that foster inclusion and warm the climate for both men and women. The ‘chilly climate’ for women faculty is a complex phenomenon with multiple causes. Policies that fail to address these multiple causes are unlikely to be effective

    Energy’s Role in the Extraversion (Dis)advantage: How Energy Ties and Task Conflict Help Clarify the Relationship Between Extraversion and Proactive Performance

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    While academic and practitioner literatures have proposed that extraverts are at an advantage in team-based work, it remains unclear exactly what that advantage might be, how extraverts attain such an advantage, and under which conditions. Theory highlighting the importance of energy in the coordination of team efforts helps to answer these questions. We propose that extraverted individuals are able to develop more energizing relationships with their teammates and as a result are seen as proactively contributing to their team. However, problems in coordination (i.e., team task conflict) can reverse this extraversion advantage. We studied 27 project-based teams at their formation, peak performance, and after disbandment. Results suggest that when team task conflict is low, extraverts energize their teammates and are viewed by others as proactively contributing to the team. However, when team task conflict is high, extraverts develop energizing relationships with fewer of their teammates and are not viewed as proactively contributing to the team. Our findings regarding energizing relationships and team task conflict clarify why extraversion is related to proactive performance and in what way, how, and when extraverts may be at a (dis)advantage in team-based work

    Methods of small group research

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    Affect and Group Attachments: The Role of Shared Responsibility

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    This paper theorizes the role of shared responsibility in the development of affective group attachments, interweaving ideas from social exchange and social identity theories. The main arguments are that (1) people engaged in task interaction experience positive or negative emotions from those interactions; (2) tasks that promote more sense of shared responsibility across members lead people to attribute their individual emotions to groups or organizations; and (3) group attributions of own emotions are the basis for stronger or weaker group attachments. The paper suggests that social categorization and structural interdependence promote group attachments by producing task interactions that have positive emotional effects on those involved

    Virtual EQ – the talent differentiator in 2020?

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    In an increasingly competitive, globalised world, knowledge-intensive industries/ services are seen as engines for success. Key to this marketplace is a growing army of ‘talent’ i.e. skilled and dedicated knowledge workers. These knowledge workers engage in non-routine problem solving through combining convergent, divergent and creative thinking across organizational and company boundaries - a process often facilitated though the internet and social media, consequently forming networks of expertise. For knowledge workers, sharing their learning with others through communities of practice embedded in new information media becomes an important element of their personal identity and the creation of their individual brand or e-social reputation. Part of the new knowledge/skills needed for this process becomes not only emotional intelligence (being attuned to the emotional needs of others) but being able to do this within and through new media, thus the emergence of virtual emotional intelligence (EQ). Our views of current research found that HRD practitioners in 2020 might need to consider Virtual EQ as part of their talent portfolio. However it seems that new technology has created strategies for capturing and managing knowledge that are readily duplicated and that a talent differentiator in 2020 might simply be the ability and willingness to learn
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