How many pennies for your pain? Willingness to compensate as a function of expected future interaction and intentionality feedback

Despite increased research efforts in the area of reconciliation and trust repair in economic relations, most studies depart from a victim’s perspective. Specifically, these studies evaluate the process of trust repair by looking at the impact of restoration tactics on victims’ reactions. We focused on the transgressor’s perspective and present findings from two studies that investigated how the amount of compensation that a transgressor is willing to pay depends on victims’ reactions to the transgression (i.e. whether they claim the transgression happened intentionally or unintentionally) and the time horizon of the relationship between the transgressor and the victim (future vs. no future interaction). We hypothesized and found that transgressors are willing to pay less compensation to a victim who believes the transgression happened intentionally (as opposed to unintentionally), but only so when they share no future interaction perspective together. When transgressors have a future interaction perspective with the victim, intentionality feedback does not affect compensation size

The apology mismatch: asymmetries between victim's need for apologies and perpetrator's willingness to apologize

Although previous research on apologies has shown that apologies can have many beneficial effects on victims’ responses, the dyadic nature of the apology process has largely been ignored. As a consequence, very little is known about the congruence between perpetrators’ willingness to apologize and victims’ willingness to receive an apology. In three experimental studies we showed that victims mainly want to receive an apology after an intentional transgression, whereas perpetrators want to offer an apology particularly after an unintentional transgression. As expected, these divergent apologetic needs among victims and perpetrators were mediated by unique emotions: guilt among perpetrators and anger among victims. These results suggest that an apology serves very different goals among victims and perpetrators, thus pointing at an apology mismatch

An instrumental perspective on apologizing in bargaining: the importance of forgiveness to apologize

Although very little research in bargaining has addressed how perpetrators should deal with the aftermath of unfair allocations, it has been proposed that an apology may help the reconciliation process. Prior research, however, only focused on whether apologies can reveal positive effects on the reconciliation process but did not focus yet on whether perpetrators are actually willing to apologize. In this paper we investigate perpetrator’s willingness to apologize for a trust violation in a bargaining setting. We hypothesized that perpetrators willingness to apologize would be a function of the extent to which the victim of the trust violation is willing to forgive. This effect, however, was expected to emerge only among those perpetrators who are low in dispositional trust. The results from a laboratory study with actual transgressions and actual apologetic behavior supported our predictions and thus emphasize an instrumental view on apologizing in bargaining situations

Historical and experimental evidence of sexual selection for war heroism

a b s t r a c t a r t i c l e i n f o We report three studies which test a sexual selection hypothesis for male war heroism. Based on evolutionary theories of mate choice we hypothesize that men signal their fitness through displaying heroism in combat. First, we report the results of an archival study on US-American soldiers who fought in World War II. We compare proxies for reproductive success between a control sample of 449 regular veterans and 123 surviving Medal of Honor recipients of WWII. Results suggest that the heroes sired more offspring than the regular veterans. Supporting a causal link between war heroism and mating success, we then report the results of two experimental studies (n's = 92 and 340). We find evidence that female participants specifically regard men more sexually attractive if they are war heroes. This effect is absent for male participants judging female war heroes, suggesting that bravery in war is a gender specific signal. Finally, we discuss possible implications of our results

Organizational nostalgia lowers turnover intentions by increasing work meaning: the moderating role of burnout

We report 3 studies addressing the relevance of organizational nostalgia for the meaning that employees ascribe to their work (work meaning). We hypothesized, and found, that organizational nostalgia enhances work meaning and thereby reduces turnover intentions. In Study 1, an employee survey, spontaneously experienced organizational nostalgia was associated with higher work meaning. In Study 2, an organizational-nostalgia induction increased work meaning, which subsequently predicted lowered turnover intentions. In Study 3, an organizational-nostalgia induction increased work meaning and thereby lowered turnover intentions, especially among employees who reported relatively high levels of burnout. When burnout is high, organizational nostalgia functions as a rich source of meaning that benefits employees' work experience.</p

Organisational nostalgia: the construct, the scale, and its implications for organisational functioning

Organizational nostalgia – a sentimental longing for past events in, and aspects of, one's organizational life – is a commonly experienced but poorly understood emotion. Qualitative research has explored how it helps employees cope with threat. Here, we examine its motivational properties. Building on the job demands–resources model, we hypothesized that organizational nostalgia – assessed with a newly developed and validated scale – predicts (in-role and extra-role) job performance, creativity and support for organizational change. Study 1 showcased the development of the Organizational Nostalgia Scale. We proceeded to hypothesize that work engagement, via need satisfaction, mediates the above-mentioned positive relations, and tested these hypotheses in three additional studies. In Study 2, a multi-source design with leader–follower dyads, leader organizational nostalgia was associated with increased leader organizational citizenship behaviour (OCB), as rated by followers. In Study 3, a lagged correlational design with employees, organizational nostalgia positively predicted OCB via work engagement. Finally, in Study 4, a lagged correlational design, organizational nostalgia predicted increased in-role performance, creativity and support for organizational change. These associations were serially mediated by need satisfaction and work engagement. We conclude that organizational nostalgia has motivational implications. Our research affords a theoretical framework for the emotion and the means (i.e. a scale) to study it.</p

Organisational nostalgia: the construct, the scale, and its implications for organisational functioning

Organisational nostalgia—a sentimental longing for past events in, and aspects of, one’s organisational life—is a commonly experienced but poorly understood emotion. Qualitative research has explored how it helps employees cope with threat. Here, we examine its motivational properties. Building on the job demands-resources model, we hypothesised that organisational nostalgia—assessed with a newly developed and validated scale—predicts (in-role and extra-role) job performance, creativity, and support for organisational change. Study 1 showcased the development of the organisational nostalgia scale. We proceeded to hypothesise that work engagement, via need satisfaction, mediates the abovementioned positive relations, and tested these hypotheses in three additional studies. In Study 2, a multi-source design with leader-follower dyads, leader organisational nostalgia was associated with increased leader OCB, as rated by followers. In Study 3, a lagged correlational design with employees, organisational nostalgia positively predicted OCB via work engagement. Finally, in Study 4, a lagged correlational design, organisational nostalgia predicted increased in-role performance, creativity, and support for organisational change. These associations were serially mediated by need satisfaction and work engagement. We conclude that organisational nostalgia has motivational implications. Our research affords a theoretical framework for the emotion and the means (i.e., a scale) to study it

Data for: Nostalgia Promotes Intrinsic Motivation and Effort in the Presence of Low Interactional Justice

Data sets for all three studies in the paper and R code for the analyses of Study 1 and 2