Time crawls when you’re not having fun: Feeling entitled makes dull tasks drag on

All people have to complete dull tasks, but individuals who feel entitled may be more inclined to perceive them as a waste of their "precious" time, resulting in the perception that time drags.This hypothesis was confirmed in three studies.In Study 1, participants with higher trait entitlement (controlling for related variables) thought dull tasks took longer to complete; no link was found for fun tasks.In Study 2, participants exposed to entitled messages thought taking a dull survey was a greater waste of time and took longer to complete.In Study 3, participants subliminally exposed to entitled words thought dull tasks were less interesting, thought they took longer to complete, and walked away faster when leaving the laboratory.Like most resources, time is a resource valued more by entitled individuals.A time-entitlement link provides novel insight into mechanisms underlying self-focus and prosocial dynamics. © 2011 by the Society for Personality and Social Psychology, Inc

The consequences of (not) seeing eye-to-eye about the past:The role of supervisor–team fit in past temporal focus for supervisors' leadership behavior

This study seeks to advance our understanding of the leadership consequences that may ensue when supervisors and their teams have similar versus differing orientations toward the past. Integrating a leader–team fit perspective with functional leadership theory, we cast incongruence between supervisor and team past temporal focus as a key antecedent of supervisors' active (i.e., task-oriented and relationship-oriented) and passive (i.e., laissez-faire) leadership behaviors toward the team. We tested our hypotheses in a team-level study that included a field sample of 84 super-visors and their teams using polynomial regression and response surface analyses.Results illustrated that supervisors demonstrated more task-oriented and relationship-oriented leadership when supervisors' and their team's past temporal focus were incongruent rather than aligned. Furthermore, in situations of supervisor–team congruence, supervisors engaged in less task-oriented and relationship-oriented leadership and more laissez-faire leadership with higher (rather than lower)levels of supervisor and team past temporal focus. In sum, these findings support a complex (mis)fit model such that supervisors' attention to the past may hinder their productive leadership behaviors in some team contexts but not in others. Hence, this research advances a novel, multiple-stakeholder perspective on the role of both supervisors' and their team's past temporal focus for important leadership behavio

The Role of Short-Termism and Uncertainty Avoidance in Organizational Inaction on Climate Change: A Multi-Level Framework

Despite increasing pressure to deal with climate change, firms have been slow to respond with effective action. This article presents a multi-level framework for a better understanding of why many firms are failing to reduce their absolute greenhouse gas emissions, which contribute to climate change. The concepts of short-termism and uncertainty avoidance from research in psychology, sociology, and organization theory can explain the phenomenon of organizational inaction on climate change. Antecedents related to short-termism and uncertainty avoidance reinforce one another at three levels—individual, organizational, and institutional—and result in organizational inaction on climate change. The article also discusses the implications of this multi-level framework for research on corporate sustainability

'Going private': a qualitative comparison of medical specialists' job satisfaction in the public and private sectors of South Africa

BACKGROUND: There is a highly inequitable distribution of health workers between public and private sectors in South Africa, partly due to within-country migration trends. This article elaborates what South African medical specialists find satisfying about working in the public and private sectors, at present, and how to better incentivize retention in the public sector. METHODS: Seventy-four qualitative interviews were conducted - among specialists and key informants - based in one public and one private urban hospital in South Africa. Interviews were coded to determine common job satisfaction factors, both financial and non-financial in nature. This served as background to a broader study on the impacts of specialist 'dual practice', that is, moonlighting. All qualitative specialist respondents were engaged in dual practice, generally working in both public and private sectors. Respondents were thus able to compare what was satisfying about these sectors, having experience of both. RESULTS: Results demonstrate that although there are strong financial incentives for specialists to migrate from the public to the private sector, public work can be attractive in some ways. For example, the public hospital sector generally provides more of a team environment, more academic opportunities, and greater opportunities to feel 'needed' and 'relevant'. However, public specialists suffer under poor resource availability, lack of trust for the Department of Health, and poor perceived career opportunities. These non-financial issues of public sector dissatisfaction appeared just as important, if not more important, than wage disparities. CONCLUSIONS: The results are useful for understanding both what brings specialists to migrate to the private sector, and what keeps some working in the public sector. Policy recommendations center around boosting public sector resources and building trust of the public sector through including health workers more in decision-making, inter alia. These interventions may be more cost-effective for retention than wage increases, and imply that it is not necessarily just a matter of putting more money into the public sector to increase retention

Time and organization studies

We argue that the more time is being attended to in organization studies, the more it is concealed. The time being concealed is not the time of clocks or the linear passage of past, present and future, it is not the time of temporal structures, and it is not the time of processual flow by which all substance is held as little more than a temporary arrest. In all these understandings time is treated as something available and, potentially, affirmative. Rather, it is a time that barely a few hundred years ago was considered a force always present and yet always against us. What, we ask, has happened to this time, the time beyond organization