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The present study attempted to replicate the findings of Kolb's research identifying two groups of mediators, which she labeled “Dealmakers” and “Orchestrators.” Seventy‐seven mediators were presented with a written dispute and asked to react the likelihood that they would use each of nine different mediation techniques. The techniques corresponded to Sheppard's taxonomy of Process Control, Content Control, and Motivational Control techniques. They also rated the perceived effectiveness of each of these three types of control with the dispute. Based upon their responses, the mediators were separated into groups using average‐link cluster analysis. The results suggested four clusters: Cluster 1 members corresponded to Kolb's “Dealmakers,” relying upon Process, Content, and Motivational Control techniques. Cluster 2 members did not correspond to either of Kolb's classifications, choosing to use Content and Motivational Control strategies. Cluster 3 members were similar to Kolb's “Orchestrators;” members of this cluster relied upon Process and Content Control techniques only. Cluster 4 members were reluctant to use any of the control strategies. These findings suggest a partial replication and extension of Kolb's initial work. Implications for future research are discussed.

In recent years, electronic performance monitoring (EPM) has increased dramatically. The managerial decision to implement an EPM system is important for it has significant implications for an organization. Even so, little attention has been paid by researchers to this decision. The present paper reviews the published research on EPM and identifies factors that probably impact this decision. A model is offered to help researchers identify relevant psychological and organizational variables that may impact the decision to implement an EPM system. Psychologically, issues of trust, privacy, social facilitation, justice beliefs and stress reactions must be considered. Organizationally, a firm's Human Resource strategy, organizational culture, and anticipated consequences of EPM (i.e., increasing performance, reducing theft) are also discussed.

In a simulated organizational conflict, concession behavior by a negotiator's opponent was manipulated to examine how subsequent third party intervention would influence negotiator perceptions of process control, decision control, distributive justice, and the third party. Negotiators whose opponents made large concessions reciprocated by also making large concessions, suggesting a high level of movement toward agreement by the disputants; subjects whose opponents made few concessions reciprocated in kind, resulting in little movement toward agreement. Third parties, however, imposed outcomes on all negotiators prior to negotiated agreements. Perceptions of decision control, distributive justice, and the necessity of third party intervention were influenced by whether disputants were close to reaching an agreement on their own or not. Outcome imposed by the third party influenced almost all measures. The study suggests that behavior by the disputants (in the form of movement toward agreement), and not just behavior by the third party, can influence ratings of both procedures and outcomes.

In 1984, Local P‐9 of the United Food and Commercial Worker's Union (UFCW) launched a publicity campaign to protest wage cuts at the George A. Hormel Company of Austin, Minnesota. This corporate campaign was followed in August, 1985, by a bitter strike. After P‐9 had been striking for nearly a year, the international officers of the UFCW placed the local P‐9 union in trusteeship, replaced its officers, and negotiated a new labor contract.

In a simulated three‐issue organizational dispute, subjects were interrupted by a third party (their supervisor) who recommended—and eventually imposed—one of five different outcomes. Each outcome provided subjects the same overall payoff, though the arrangement of payoffs across each of the three issues varied. The design allowed us to evaluate four different perspectives regarding negotiators' perceptions of their outcomes. In addition, third parties provided justifications, apologies, or excuses for their actions. Fairness judgments and supervisory evaluations were most favorable when negotiators received an outcome reflecting favorable settlements on the majority of the issues, or the midpoint compromise; the least favorable reactions occurred when subjects received favorable outcomes on only their most important issue. Third parties who offered a justification for their actions were seen as fairer than those offering apologies or excuses. The findings reiterate the importance of considering both the symbolic characteristics of outcomes and the interactional justice inherent in different types of explanations.

A six‐day negotiation simulation was developed from newspaper articles and interviews with elected officials. In this integrative bargaining exercise, participants assume the role of either the Richland Town Board or the River City Mayor's Office and attempt to resolve a conflict between the two governments. Several homeowners in the unincorporated town of Richland have had their wells fail and have asked to annex into River City. Richland officials want to stop such annexations and instead purchase water from River City. River City officials want to annex as much of Richland as possible and prevent it from incorporating. Both sides are provided with common information as well as confidential information. Using their information, they must negotiate over several days, seeking an agreement that addresses each side's interests and concerns.

The River City Marsh Conflict negotiation exercise describes a conflict between two government organizations—the River City Planner's Office and the Wisconsin State Department of Natural Resources—in a dispute over what to do with the LaCrosse River Marsh. The City Planner's Office wanted to fill part of the marsh to use for expansion of the industrial park. River City officials also wanted to build an additional highway through part of the marsh to accommodate anticipated traffic increases. The Wisconsin Department of Natural Resources wanted the marsh habitat enhanced and protected from development so that threatened species could increase in numbers. These officials also wanted to build trails, canoe access points, and other facilities in order to promote recreational activities in the marsh. In this exercise, students are assigned to the role of either the River City Planner's Office or the State Department of Natural Resources office. Both sides are provided with the same set of facts and many options for consideration involving road construction or expansion, wildlife enhancement, and trail construction. Using these interrelated issues, students must negotiate a plan for the marsh that integrates both side's objectives.

The purpose of this paper is to investigate the prevalence and influence of social network website (SNW) content about alcohol use and abuse on job applicant reactions to their prospective immediate supervisor and toward applying for the job.

In Study 1, raters coded photographs and photo captions found on 1,048 personal SNWs of US managers or business owners. Approximately 22 percent of managers’ personal SNWs contained references to alcohol, providing a base rate large enough to warrant further research. In Study 2, laboratory experiment participants saw a fictitious company’s website including a professional managerial profile. A 3 × 3 factorial design then varied whether the prospective manager’s comments on his personal SNW emphasized professional activities, social drinking, or alcohol abuse; also, the manager’s friends’ comments emphasized work activities, social drinking, or alcohol abuse. A control group did not see a personal SNW.

Alcohol abuse information on personal SNWs – whether posted by the manager or by the manager’s friends – negatively affected attitudes toward the manager. Alcohol abuse information posted by the manager (but not by the manager’s friends) decreased the willingness of participants to apply for the position. These findings were consistent with the Brunswick Lens Model and the warranting hypothesis.

This is the first study to investigate managerial SNW content and it effects upon prospective job seekers’ attitudes.

The purpose of the present paper is to describe managerial and US legal issues associated with using social networking web sites (SNWs) such as Facebook for personnel selection. Managers must consider the benefits and concerns that using such information presents.

The paper identifies issues based on the academic literature, theoretical concepts, and current managerial and legal developments as reported in the popular and business press.

Using SNWs to screen applicants offers benefits to organizations in the form of gaining a large amount of information about applicants, which may be used to supplement other information (e.g. a resume). It may also help a firm address “negligent hiring” legal concerns. However, other legal considerations as well as issues pertaining to information accuracy, privacy, and justice argue against using such information.

Throughout the paper, topics are raised which may guide future research.

By recognizing both the advantages and disadvantages of using SNW information for applicant screening, managers can make an informed decision as to whether they wish to use this screening method; if so, managers can devise policies that provide the firm with appropriate information while respecting applicant privacy, and complying with US legal and ethical expectations.

While much has been written about SNWs, little has been written from an academic perspective on the advantages and disadvantages of accessing applicants' SNWs. The present paper reviews the literature from a variety of disciplines and identifies important issues for researchers and managers.