An hphp-adaptive strategy based on locally predicted error reductions

We introduce a new $hp$-adaptive strategy for self-adjoint elliptic boundary value problems that does not rely on using classical a posteriori error estimators. Instead, our approach is based on a generally applicable prediction strategy for the reduction of the energy error that can be expressed in terms of local modifications of the degrees of freedom in the underlying discrete approximation space. The computations related to the proposed prediction strategy involve low-dimensional linear problems that are computationally inexpensive and highly parallelizable. The mathematical building blocks for this new concept are first developed on an abstract Hilbert space level, before they are employed within the specific context of $hp$-type finite element discretizations. For this particular framework, we discuss an explicit construction of $p$-enrichments and $hp$-refinements by means of an appropriate constraint coefficient technique that can be employed in any dimensions. The applicability and effectiveness of the resulting $hp$-adaptive strategy is illustrated with some $1$- and $2$-dimensional numerical examples

Trait Psychopathy and Job Performance in Leadership Jobs

In a recent meta-analysis, O’Boyle, Forsyth, Banks, and McDaniel (2012) found a significant negative relationship between trait psychopathy and job performance, however effect sizes were rather low (rc = -.10; O’Boyle et al., 2012). Thus, there is reason to suspect that the dimensions of psychopathy may be differentially related to job performance. Further, interactions with other constructs may warrant closer consideration

Linking emotion recognition and income: An examination of the interpersonal mechanisms

The article presents research on the association of emotion recognition with annual income through interpersonal mechanisms in work environment. The study shows workplace success bearing upon and integrating social influence research and emotional abilities. It recommends people with having higher emotion recognition ability (ERA) levels get higher annual income as they have better political skills allowing them to smoothly operate on an interpersonal level. The significant factor of job performance, which serve as mediators between annual income and ERA is proposed

When job performance is all relative: how family motivation energizes effort and compensates for intrinsic motivation

Supporting one's family is a major reason why many people work, yet surprisingly little research has examined the implications of family motivation. Drawing on theories of prosocial motivation and action identification, we propose that family motivation increases job performance by enhancing energy and reducing stress, and it is especially important when intrinsic motivation is lacking. Survey and diary data collected across multiple time points in a Mexican maquiladora generally support our model. Specifically, we find that family motivation enhances job performance when intrinsic motivation is low—in part by providing energy, but not by reducing stress. We conclude that supporting a family provides a powerful source of motivation that can boost performance in the workplace, offering meaningful implications for research on motivation and the dynamics of work and family engagement

When Job Performance is All Relative: How Family Motivation Energizes Effort and Compensates for Intrinsic Motivation

Supporting one’s family is a major reason why many people work, yet surprisingly little research has examined the implications of family motivation. Drawing on theories of prosocial motivation and action identification, we propose that family motivation increases job performance by enhancing energy and reducing stress, and it is especially important when intrinsic motivation is lacking. Survey and diary data collected across multiple time points in a Mexican maquiladora generally support our model. Specifically, we find that family motivation enhances job performance when intrinsic motivation is low—in part by providing energy, but not by reducing stress. We conclude that supporting a family provides a powerful source of motivation that can boost performance in the workplace, offering meaningful implications for research on motivation and the dynamics of work and family engagement

When the Passionate Succeed: Employees’ Passion Attainment Predicts Job Performance Only When Their Supervisors’ Passion Attainment is Higher

Companies increasingly characterize passionate employees as exemplary, seemingly for good reasons: passion for work predicts commitment, engagement, and persistence. However, evidence linking passion for work and job performance-especially as rated by supervisors-is surprisingly mixed: whereas some studies have found significant effects, other studies have not found a significant relationship. The current research aims to resolve this conflicting evidence by moving from an intrapersonal approach to an interpersonal perspective on passion. In doing so, we investigate how their supervisors' passion influences whether employees' passion for work predicts job performance ratings. We propose that a supervisor's own work passion moderates this relationship, such that passionate subordinates are more likely to obtain higher performance ratings when their supervisors themselves also attain desired levels of passion. We theorize this occurs because more passionate supervisors place a greater value on passion, whereas less passionate supervisors discount the importance of passion when conducting performance evaluations. To provide support for this proposition, we conducted a field study with a financial services company (N = 321) where we measured both subordinates' and supervisors' passion for work and combined this data with supervisor ratings of job performance. Analyses revealed the predicted interaction between subordinate and supervisor passion: Passionate subordinates only obtained higher performance ratings when their supervisors also experienced desired levels of passion. Organizations thus not only need to ignite the passion of their employees, but if they want to succeed, passionate employees may also need to kindle the passion of their supervisor

Supplementary Information for: Reply to Guo et al. and Credé: The Grit Scale Only Measures Perseverance and not Passion, and Its Supposed Subfactors Are Merely Artifactors

Supplementary Information for "Reply to Guo et al. and Credé: The Grit Scale Only Measures Perseverance and not Passion, and Its Supposed Subfactors Are Merely Artifactors

Why Grit Requires Perseverance AND Passion to Positively Predict Performance

Grit has captured the public imagination and crept into educational policy throughout the United States. However, because prior studies linking grit and performance are beset by contradictory evidence, commentators increasingly state that grit is over-hyped. We propose that the inconsistency between grit's initial promise and its subsequent lack of empirical support has occurred because grit's measurement has not matched its definition. Although grit is defined as the combination of perseverance and passion, its measurement has focused on perseverance and has not adequately captured passion. In a meta-analysis of 127 studies and two field studies, we show that passion is a key component of grit. The current theory and results suggest that perseverance without passion isn't grit, but merely a grind

Reply to Guo et al. and Credé: The Grit Scale Only Measures Perseverance and not Passion, and Its Supposed Subfactors Are Merely Artifactors

We (1) proposed that evidence linking grit and performance is mixed because the measure used to assess grit—the Grit-S scale (2)—only captures perseverance, but not passion, whereas the definition of grit encompasses both perseverance and passion (3). Our studies found that the combination of perseverance (measured through the whole Grit-S scale) and passion (measured through the Passion Attainment scale) predicted higher performance. In their letters, Guo et al. (4) and Credé (5) suggest that the Grit-S scale should be treated as reflecting two factors. Credé (5) subsequently advocates for and Guo et al. (4) conducts separate analyses for each supposed sub-facet of the Grit-S scale (called “perseverance of effort” and “consistency of interests”). In this response, we provide additional evidence that the Grit-S scale is unidimensional. That is, there is no validity to the Guo et al. (4) and Credé (5) letters’ claim that the Grit-S scale is composed of two sub-factors. As a result, the analyses advocated by both letters are inappropriate. Instead, the Grit-S scale should be treated as unidimensional, which is how we conducted our original analyses (1)