Illusory correlation, group size and memory

Two studies were conducted to test the predictions of a multi-component model of distinctiveness-based illusory correlation (IC) regarding the use of episodic and evaluative information in the production of the phenomenon. Extending on the standard paradigm, participants were presented with 4 groups decreasing in size, but all exhibiting the same ratio of positive to negative behaviours. Study 1 (N = 75) specifically tested the role of group size and distinctiveness, by including a zero-frequency cell in the design. Consistent with predictions drawn from the proposed model, with decreasing group size, the magnitude of the IC effect showed a linear in- crease in judgments thought to be based on evaluative information. In Study 2 (N = 43), a number of changes were introduced to a group assignment task (double presentation, inclusion of decoys) that allowed a more rig- orous test of the predicted item-specific memory effects. In addition, a new multilevel, mixed logistic regression approach to signal-detection type analysis was used, providing a more flexible and reliable analysis than previ- ously. Again, with decreasing group size, IC effects showed the predicted monotonic increase on the measures (group assignment frequencies, likability ratings) thought to be dependent on evaluative information. At the same time, measures thought to be based on episodic information (free recall and group assignment accuracy) partly revealed the predicted enhanced episodic memory for smaller groups and negative items, while also supporting a distinctiveness-based approach. Additional analysis revealed that the pattern of results for judg- ments though to be based on evaluative information was independent of interpersonal variation in behavioral memory, as predicted by the multi-component model, and in contrast to predictions of the competing models. The results are discussed in terms of the implications of the findings for the proposed mechanisms of illusory correlation

A connectionist ABM of social categorization processes

This paper introduces a connectionist Agent-Based Model (cABM) that incorporates detailed, micro-level understanding of social influence processes derived from laboratory studies and that aims to contextualize these processes in such a way that it becomes possible to model multidirectional, dynamic influences in extended social networks. At the micro-level, agent processes are simulated by recurrent auto-associative networks, an architecture that has a proven ability to simulate a variety of individual psychological and memory processes [D. Van Rooy, F. Van Overwalle, T. Vanhoomissen, C. Labiouse and R. French, Psychol. Rev. 110, 536 (2003)]. At the macro-level, these individual networks are combined into a “community of networks” so that they can exchange their individual information with each other by transmitting information on the same concepts from one net to another. This essentially creates a network structure that reflects a social system in which (a collection of) nodes represent individual agents and the links between agents the mutual social influences that connect them [B. Hazlehurst, and E. Hutchins, Lang. Cogn. Process. 13, 373 (1998)]. The network structure itself is dynamic and shaped by the interactions between the individual agents through simple processes of social adaptation. Through simulations, the cABM generates a number of novel predictions that broadly address three main issues: (1) the consequences of the interaction between multiple sources and targets of social influence (2) the dynamic development of social influence over time and (3) collective and individual opinion trajectories over time. Some of the predictions regarding individual level processes have been tested and confirmed in laboratory experiments. In a extensive research program, data is currently being collected from real groups that will allow validating the predictions of cABM regarding aggregate outcomes

Total rewards strategy for a multi-generational workforce in a financial institution

Abstract: Different generations may value and perceive employee rewards differently. This impacts on reward strategies in the workplace which have been specifically developed to attract, retain and motivate staff. A one-size-fits-all approach to reward strategy may not achieve the objectives intended, leading to direct and indirect financial implications for businesses. Research purpose: This study investigated whether perceptions of reward strategy differed across generations in a large financial institution in South Africa. This context was specifically chosen due to the significant competition to attract and retain staff that exists in the financial sector. To contribute to the practical challenges of reward implementation, the study investigated whether specific reward preferences associated with generation exist, and whether offering rewards based on these preferences would successfully attract and retain staff. Motivation for study: South African businesses are competing for skilled staff and rely heavily on a total reward strategy to compensate all generations of employees. Given the financial incentives to retain and attract the most effective staff, it is essential that reward strategies meet their objectives. All factors impacting the efficacy of reward strategies should be considered, including the impact of generational differences in preference. This is of relevance not only to the financial industry, but to all companies that employ staff across a variety of generations. Research design, approach and method: A quantitative survey design was used. A total of 6316 employees from a financial firm completed a survey investigating their experiences and perceptions of reward strategies. Statistically significant differences across different generations and reward preferences were considered..

Modelling the emergence of shared attitudes from group dynamics using an agent-based model of social comparison theory

We propose a novel agent-based implementation of Festinger’s social comparison theory (SCT). The social comparison model (SCM) consists of connectionist networks that simu- late agent-level social comparison processes. Agent networks are combined into an adap- tive network structure that is shaped by social comparisons between individual agents. Simulations show how the SCM produces behavior consistent with the empirical litera- ture on group dynamics. In addition, experimental results are reported that show how the SCM can simulate how critical and conformist norms affect interpersonal processes and emergent attitudes. We conclude that the coupling of simulations and experiments, and the use of psychologically plausible agent models within adaptive network struc- tures, can provide new impetus to the development of models of individual and social cognition. An integrated framework such as the SCM allows investigating key theoretical predictions around the origin and maintenance of socially shared information through so- cial comparisons in fundamentally novel ways

Total rewards strategy for a multi-generational workforce

The presence of different generations in a workforce can cause several complications in terms of employee performance and rewarding a workforce effectively. The preferences that each generation has towards a certain reward differs and therefore nullify a homogeneous total reward strategy. The study is aimed at uncovering if there are any generational specific preferences for certain rewards; and if they exist, can a company use them to attract, motivate and engage their workforce better than with a standardised total reward package as currently exists in the work environment. A quantitative study using a questionnaire as the data collection method was performed on a company in the South African financial industry, to determine if there is any evidence of a disparity in the preferences the identified generations have to the same package of rewards. The sample size collected was 6 316 respondents and the analysis of their responses were statistically completed. It was found that the different generation cohorts have different preferences to components of the total reward package. As each of them value a reward diffently, a more strategic approach in using the total reward package should be considered by the employer.Dissertation (MBA)--University of Pretoria, 2010.Gordon Institute of Business Science (GIBS)unrestricte