During the past 30 years, meta-analysis has been an indispensable tool for revealing the hidden meaning of our research literatures. The four articles in this special section on meta-analysis illus...

Meta-Analysis: A Constantly Evolving Research Integration Tool

Publisher Summary This chapter presents an integrated understanding of various impression formation processes. The chapter introduces a model of impression formation that integrates social cognition research on stereotyping with traditional research on person perception. According to this model, people form impressions of others through a variety of processes that lie on a continuum reflecting the extent to that the perceiver utilizes a target's particular attributes. The continuum implies that the distinctions among these processes are matters of degree, rather than discrete shifts. The chapter examines the evidence for the five main premises of the model, it is helpful to discuss some related models that raise issues for additional consideration. The chapter discusses the research that supports each of the five basic premises, competing models, and hypotheses for further research. The chapter concludes that one of the model's fundamental purposes is to integrate diverse perspectives on impression formation, as indicated by the opening quotation. It is also designed to generate predictions about basic impression formation processes and to help generate interventions that can reduce the impact of stereotypes on impression formation.

A Continuum of Impression Formation, from Category-Based to Individuating Processes: Influences of Information and Motivation on Attention and Interpretation

incorporating first behaviors (e.g. "good at doing sums"), then traits ("smart"), then single abstractions ("scientific"), then higher order abstrac­ tions ("intellectual"). Within each of the phases, there is an alternating sequence of first overgeneralizing self-conceptions and then differentiating

https://www.annualreviews.org/doi/pdf/10.1146/annurev.ps.38.020187.001503

THE DYNAMIC SELF-CONCEPT: A Social Psychological Perspective

The meaning of employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients. We show that the term is used at different times to refer to psychological states, traits, and behaviors as well as their antecedents and outcomes. Drawing on diverse relevant literatures, we offer a series of propositions about (a) psychological state engagement; (b) behavioral engagement; and (c) trait engagement. In addition, we offer propositions regarding the effects of job attributes and leadership as main effects on state and behavioral engagement and as moderators of the relationships among the 3 facets of engagement. We conclude with thoughts about the measurement of the 3 facets of engagement and potential antecedents, especially measurement via employee surveys.

https://www.cambridge.org/core/services/aop-cambridge-core/content/view/0517A938DBEDA2E0BE2FBE27A9DDC4DB/S175494260000002Xa.pdf/div-class-title-the-meaning-of-employee-engagement-div.pdf

The Meaning of Employee Engagement

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Experimental And Quasi Experimental Designs For Research

If sales and service organizations are to improve, they must learn to measure and manage the quality of the employee-customer encounter. Quality improvement methodologies such as Six Sigma are extremely useful in manufacturing contexts, but they're less useful when it comes to human interactions. To address this problem, the authors have developed a quality improvement approach they refer to as Human Sigma. It weaves together a consistent method for assessing the employee-customer encounter and a disciplined process for managing and improving it. There are several core principles for measuring and managing the employee-customer encounter: It's important not to think like an economist or an engineer when assessing interactions because emotions inform both sides' judgments and behavior. The employee-customer encounter must be measured and managed locally, because there are enormous variations in quality at the work-group and individual levels. And to improve the quality of the employee-customer interaction, organizations must conduct both short-term, transactional interventions and long-term, transformational ones. Employee engagement and customer engagement are intimately connected--and, taken together, they have an outsized effect on financial performance. They therefore need to be managed holistically. That is, the responsibility for measuring and monitoring the health of employee-customer relationships must reside within a single organizational structure, with an executive champion who has the authority to initiate and manage change. Nevertheless, the local manager remains the single most important factor in local group performance. A local manager whose work group shows suboptimal performance should be encouraged to conduct interventions, such as targeted training, performance reviews, action learning, and individual coaching.

Manage your human sigma

What would your company look like if you could increase the revenue and profitability potential of every customer by more than 20 percent? What if you could double the productivity of every employee? And what if these two phenomena together could drive overall organizational performance exponentially? What would your company look like? And how would you go about creating this kind of change? One thing is certain: Business leaders are never going to inspire higher levels of employee productivity and build more passionate customer relationships by doing the same things they have tried for the past 25 yearsBusiness leaders need something fresh Something new The last thing they need is more of the same old conventional wisdom about "satisfying" their employees and their customers Based on solid research by The Gallup Organization, Human Sigma will appeal to senior leaders and line managers alike who are looking for a way to dramatically increase productivity, retain a base of high value customers, and improve overall business performance

Human Sigma: Managing the Employee-Customer Encounter

Examined how communicators send mixed messages containing an explicit surface content and a covert hidden content. In Study 1, Ss wrote constrained essays presenting either an introverted or extraverted personality. Although authors reported manipulating essay credibility and readers reported relying on credibility to make their judgments, readers succumbed to correspondence bias. In Studies 2 and 3, Ss again prepared either constrained essays (Study 2) or constrained videotapes (Study 3) and included in them a hidden message that would be understood by only their friends but not by strangers. Observers then read these essays or watched these videotapes. Friends detected and decoded the hidden messages, whereas strangers did not. We discuss these findings in terms of social perception and strategic communication.

Multiple audience problem: a strategic communication perspective on social perception.

https://deepblue.lib.umich.edu/bitstream/handle/2027.42/27441/0000481.pdf;sequence=1

Dispelling negative expectancies: The impact of interaction goals and target characteristics on the expectancy confirmation process.

We examined how senders communicate hidden messages to an audience while simultaneously conveying a credible but misleading message to a second audience. Senders made two sets of videotapes communicating the locations of secret meetings and expressing preferences between pairs of objects. We then showed these sets of videotapes, each consisting of a truthful, a misleading, and two hidden message communications intended for different sets of audiences, to four observer audiences: the other senders, a group of the senders' friends, a group of adult strangers, and a group of the senders' parents. Results showed that regardless of the audience or audiences for which the hidden messages were intended, senders successfully communicated their hidden messages to the intended audiences; the hidden messages went undetected by the unintended audiences. Specifically, senders used various encryption systems (hand signals and teenage argot) to communicate their messages. We discuss these findings in terms of strategic ...

John H. Fleming

Papers

Manage your human sigma

Human Sigma: Managing the Employee-Customer Encounter

Multiple audience problem: a strategic communication perspective on social perception.

Dispelling negative expectancies: The impact of interaction goals and target characteristics on the expectancy confirmation process.

Mixed Messages: The Multiple Audience Problem and Strategic Communication