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Competition is a prominent topic of discussion among academics and practitioners; yet the relevant literatures in management and psychology lack a consistent definition to describe this phenomenon. Consequently, much of the mixed results concerning competition's impact on attitudes and performance might be due to conceptual differences about the construct. A survey administered in a laboratory setting demonstrated individuals perceive different types of competition, and these different types had different impacts on attitudes and behavior. One type of competition identified here, the opportunity for informal competition, draws from a vast literature in social psychology—using social comparisons to evaluate performance. These results support broadening the definition of competition and expanding future research investigation efforts. Informal social competition can potentially benefit efforts to effectively direct and enhance motivation.

Prior research has illustrated the benefits of cooperation across groups. This study sought to identify methods to induce cooperation across groups. Three laboratory studies showed modifying performance appraisals to include intergroup behavior, and including an external supervisor evaluation, led to greater frequencies of helping behavior and more positive attitudes towards cooperating under scarce resource conditions.

Reports the results of a field experiment using a contingent reward system to improve sales performance of Russian retail workers. The results clearly demonstrated the ability to use this technique successfully in organizations undergoing transformational change. Whilst preintervention differences were found in perceived job enrichment and manager behaviour, regression analyses demonstrated that the intervention had an effect beyond these situational factors. Discusses these additional findings which concern the importance of supportive leadership and feedback. Contradicts earlier claims that management theories are culturally limited, and extends the application potential of an already well‐established intervention technique.

Total quality management has gained increasing popularity as a method to introduce transformational change in an organization′s managerial philosophy and operational effectiveness. The principles for implementing total quality management well match principles long stated in philosophies of organizational development and change. Whereas most investigations have identified benefits of TQM in manufacturing‐type settings, seeks to extend this knowledge to health‐care organizations. A pre‐test‐post‐test field study at a large rehabilitation hospital showed significant improvements in work attitudes (job satisfaction, organizational commitment, group climate, competitiveness) for TQM training recipients after the first year of intervention. Unexcused absences and turnover also declined significantly. Discusses the implications of these results for generalizing TQM programmes to health care. Specifically notes the additional evidence to extend TQM applications to the service sector, and the unexpectedly quick time frame in which TQM generated attitude and behavioural change.

The quality service movement is often accused of being merely slogans, fads, and “hot topics”. In an effort to counter this assumption and continuously improve organizational performance, empirical research is needed. Examines empirically the popular concept of internal customer service. Although there is considerable descriptive, anecdotal literature on internal service, to date there has been very little empirical assessment of this “hot topic” in total quality. While the concept of viewing fellow coworkers as customers makes intuitive sense, there is still a debate among both academics and practitioners as to the real value of internal customer service on the service quality to external customers. Using a large food and grocery wholesaler, examines empirically the impact that internal customer service has on external customer service. Finds that internal customer service seems to have a mixed, complex relation with external customer service. Discusses practical implications that these findings have for managing service quality.

Neither moral philosophy nor history provides a satisfactory explanation for Oskar Schindler’s extraordinary rescue of more than 1,200 Jews during the Holocaust. Thomas Keneally’s Schindler’s Ark does. Although Schindler’s Ark is technically a work of fiction, that generic label obscures its contribution as a fictionalised account of true events. By using a novelist’s tools to tell an historical story, Keneally allows us to make inferences as to the motives of his protagonist and thereby helps us to understand what propelled the moral behaviour of Oskar Schindler.

An extensive literature search was conducted to better understand and to dispel the current stereotypes in the workplace regarding Generation X and Baby Boomers. For the purpose of the article Generation X consisted of those born between 1961 and 1981, while Baby Boomers consisted of those born between 1943 and 1960. The purpose of this article was to use an exhaustive review of eclectic/multidisciplinary literature to address six commonly held myths presented by Paul and Townsend (1993). Furthermore, it was intended to examine empirical research gathered by a literature review of the stereotypes in the workplace, to better understand the profiles and factors that motivate the Baby Boomers and Generation X, in conjunction with the following independent variables: age, productivity, motivation, training, and mentoring and job satisfaction. Selected hypotheses were tested suggesting Generation Xers are more productive, more motivated, easily trainable and exhibit higher job satisfaction levels as compared to Baby Boomers. Results were convergent and divergent in several cases worth noting. It is important for organizations to recognize the limitations that stereotypes create in the workplace. As was demonstrated by the varied research, Baby Boomers and Generation Xers are not dissimilar as employees; they possess more similarities than differences. Organizations need to engineer/design an environment of respect for both groups to create synergies between them to build and maintain a productive workforce.

The purpose of this paper is to examine gender and competitiveness in relation to the likelihood of using unethical negotiation strategies. Additionally, this study seeks to determine if gender serves as a predictor or moderator variable in this relationship.

Questionnaires were used to collect data from 169 working adults enrolled in evening business programs at both the undergraduate and graduate levels. The sample was split evenly between female (82) and male (81) respondents. Six respondents did not provide their gender classification. Stepwise hierarchical moderated regression analysis was used to test the effects of competitiveness and gender as predictor and moderator variables in relation to the ethicality of negotiation strategies.

The results show that while men are more generally competitive than women, both men and women who score highly on the hypercompetitive scale are more likely to embrace the use of unethical bargaining behavior. However, women with high scores on personal development competitiveness (PDC) are more likely to engage in accepted bargaining behavior than are men. It was also found that there is a positive relationship between PDC and the use of acceptable, normative bargaining behavior (NBB) for both women and men.

There is the question of generalizability since the subjects were virtually all between ages 24 and 34. In addition, they live in the same metropolitan area and attend the same southern US private university.

This study provides a clearer understanding of the differences between women and men competitively and as negotiators. It also provides prima facie evidence for the value of women as preferred organizational negotiators, since under certain conditions, they are more likely than men to use acceptable, NBB.

This paper aims to evaluate trends in research and clinical practice that may contribute to the limited utility of assessment and treatment modalities designed to capture and address psychopathy. It identifies a lack of consistency between the academic understanding of psychopathy and how the construct is applied in clinical contexts. The authors provide clarity and direction for a more effective application of the psychopathy construct in practical contexts.

This review first examines the etiology of important limitations to psychopathy research and practical application, and proposes the adoption of the most recent empirical conceptualization of the construct into practical contexts. It then evaluates the current functionality of psychopathy in practical contexts. The review ultimately proposes a method for designing intervention practices based on the model used in the development of dialectical behavior therapy (DBT) for borderline personality disorder, which will improve the practical utility of the construct.

The present review provides evidence that a multifaceted and dimensional perspective of psychopathy will improve the practical utility of the construct and help move the field forward. It suggests that considering independent components of the psychopathy construct along a continuous scale, as with DBT, will contribute to improvements in assessments and treatments that target psychopathy.

The current review applies relevant research to a model for developing an intervention modality particularly in forensic or correctional settings where individuals high in psychopathy are often seen. The implications outlined provide a framework that could impact practice and assessment in forensic contexts moving forward.

Previous research has not concisely outlined problems concerning the link between psychopathy research and how the construct is applied in practical settings. Few researchers have proposed plausible solutions that could improve the utility of the construct in such settings.