Disentangling the Role of Contract Types and Sector Disparities for Public Service Motivation

The intention of "doing good for society" is regarded to be a crucial motivator for employees in the public sector in order for them to perform well. Recent research in the public sector literature calls for a deeper understanding of how this specific public service motivation (PSM) is shaped. In our paper, we analyze how different degrees of inclusion in the public sector impact PSM. We also investigate how prospects of employment relations (fixed-term versus permanent contracts), temporal differences (part-time versus full-time employment), and actual jobs (core versus subsidiary jobs) moderate PSM in public service. Our findings show that aspects of PSM are affected by these employment characteristics in various ways, suggesting that the factors influencing PSM are multifaceted and that actual employment conditions have to be taken into consideration when assessing PSM

Group (Re-)formation in Public Good Games: The Tale of the Bad Apple

We analyze how different previous roles as partners or strangers in public good games affect an individual's subsequent cooperation in a partner setting. We systematically vary a group's composition from all individuals being partner over blended groups of partners and strangers to all individuals being stranger in each round. Our results show that previous group composition does not affect cooperation in the subsequent partner setting with one exception: Groups cooperate significantly less compared to all other settings, when one stranger entered the group. We further analyze this situation in-depth and find that individuals may labor under an ultimate attribution error: They feel that the newcomer is a "bad apple". The cooperativeness towards the newcomer, but also among oldtimers is disturbed in this case. We conduct additional treatments to back up this result and to show how certain information can prevent such an error

Peer influence on protest participation:Communication and trust between co-workers as inhibitors or facilitators of mobilization

Contains fulltext : 162925.pdf (publisher's version ) (Closed access)In this article, we investigate how communication and trust networks between employees affect participation in a strike. We analyze whether the strength of network relations is related to congruence in strike behavior using social network data on 59 Dutch workers. We find that private communication networks and trust networks lead to similar strike behavior. This finding indicates that networks not only promote protest mobilization but are also vehicles for demobilization, albeit through different network relations

Wer nutzt HR-Outsourcing? Zentrale Strukturvariablen und ihr Einfluss auf die Nachfrage nach Personaldienstleistungen

Bis heute fehlen in der empirischen Forschung zum HR-Outsourcing umfangreiche verlässliche Daten hinsichtlich der Nutzung von Personaldienstleistungen durch Unternehmen. Anhand der Auswertungen unserer Befragung von 1021 Unternehmen untersuchen wir die Charakteristika der Nachfrager nach Personaldienstleistungen und versuchen, mit dem vorliegenden Beitrag die Wissenslücke zu schließen. Wir untersuchen den Zusammenhang zwischen Unternehmenscharakteristika wie Größe, Branche, Region, Tarifbindung und Existenz eines Betriebsrats und dem HR-Outsourcing. Unsere empirischen Analysen zeigen, dass Unternehmensgröße einen großen Einfluss auf die Nutzungswahrscheinlichkeit jeder einzelnen Personaldienstleistung und zudem auch einen positiven Einfluss auf die Anzahl der genutzten Personaldienstleistungen hat.As yet, there is little reliable data on the use of personnel services by firms. Based on our survey of 1,021 firms, we analyze firm characteristics and their impact on the demand for personnel services and thus seek to lessen the knowledge gap in this area. We investigate the relationship between firm characteristics such as size, industry, region, collective bargaining coverage and the existence of a works council and HR outsourcing. Our empirical analysis indicates that firm size has the greatest impact and influences both the probability of use for each personnel service and the number of personnel services used

Humans in XAI: increased reliance in decision-making under uncertainty by using explanation strategies

IntroductionAlthough decision support systems (DSS) that rely on artificial intelligence (AI) increasingly provide explanations to computer and data scientists about opaque features of the decision process, especially when it involves uncertainty, there is still only limited attention to making the process transparent to end users.MethodsThis paper compares four distinct explanation strategies employed by a DSS, represented by the social agent Floka, designed to assist end users in making decisions under uncertainty. Using an economic experiment with 742 participants who make lottery choices according to the Holt and Laury paradigm, we contrast two explanation strategies offering accurate information (transparent vs. guided) with two strategies prioritizing human-centered explanations (emotional vs. authoritarian) and a baseline (no explanation).Results and discussionOur findings indicate that a guided explanation strategy results in higher user reliance than a transparent strategy. Furthermore, our results suggest that user reliance is contingent on the chosen explanation strategy, and, in some instances, the absence of an explanation can also lead to increased user reliance

Explanation as a Social Practice: Toward a Conceptual Framework for the Social Design of AI Systems

none20siThe recent surge of interest in explainability in artificial intelligence (XAI) is propelled by not only technological advancements in machine learning, but also by regulatory initiatives to foster transparency in algorithmic decision making. In this article, we revise the current concept of explainability and identify three limitations: passive explainee, narrow view on the social process, and undifferentiated assessment of understanding. In order to overcome these limitations, we present explanation as a social practice in which explainer and explainee co-construct understanding on the microlevel. We view the co-construction on a microlevel as embedded into a macrolevel, yielding expectations concerning, e.g., social roles or partner models: Typically, the role of the explainer is to provide an explanation and to adapt it to the current level of understanding of the explainee; the explainee, in turn, is expected to provide cues that guide the explainer. Building on explanations being a social practice, we present a conceptual framework that aims to guide future research in XAI. The framework relies on the key concepts of monitoring and scaffolding to capture the development of interaction. We relate our conceptual framework and our new perspective on explaining to transparency and autonomy as objectives considered for XAInoneKatharina J. Rohlfing; Philipp Cimiano; Ingrid Scharlau; Tobias Matzner; Heike M. Buhl; Hendrik Buschmeier; Elena Esposito; Angela Grimminger; Barbara Hammer; Reinhold Häb-Umbach; Ilona Horwath; Eyke Hüllermeier; Friederike Kern; Stefan Kopp; Kirsten Thommes; Axel-Cyrille Ngonga Ngomo; Carsten Schulte; Henning Wachsmuth; Petra Wagner; Britta WredeKatharina J. Rohlfing; Philipp Cimiano; Ingrid Scharlau; Tobias Matzner; Heike M. Buhl; Hendrik Buschmeier; Elena Esposito; Angela Grimminger; Barbara Hammer; Reinhold Häb-Umbach; Ilona Horwath; Eyke Hüllermeier; Friederike Kern; Stefan Kopp; Kirsten Thommes; Axel-Cyrille Ngonga Ngomo; Carsten Schulte; Henning Wachsmuth; Petra Wagner; Britta Wred

Cooperation in Diverse Teams : The Role of Temporary Group Membership

In organizations, some team members are assigned to a team for a predefined short period of time, e.g., as they have a temporary contract, while others are permanent members of the same team. In a laboratory experiment we analyze the cooperation levels resulting from diverse teams, where some team members remain with a team and others are switching teams. Our results reveal that teams consisting partly of members with temporary membership display a lower productivity compared to teams of permanent team members only. First, temporary team members cooperate less than permanent team members. Second, individual effort decisions increase with the number of team mates who are of the same type. This second effect holds for both temps and permanents. We argue that social identity is affected by team composition and the individuals' role in a team