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[ subject:"International Relations." ]
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How to Build Effective Social Relati...
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Kraig, Adriana.
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How to Build Effective Social Relations: In Advertising when Apologizing during Policing.
紀錄類型:
書目-電子資源 : Monograph/item
正題名/作者:
How to Build Effective Social Relations: In Advertising when Apologizing during Policing./
作者:
Kraig, Adriana.
出版者:
Ann Arbor : ProQuest Dissertations & Theses, : 2018,
面頁冊數:
124 p.
附註:
Source: Dissertations Abstracts International, Volume: 80-07, Section: A.
Contained By:
Dissertations Abstracts International80-07A.
標題:
Economics. -
電子資源:
http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10934072
ISBN:
9780438763678
How to Build Effective Social Relations: In Advertising when Apologizing during Policing.
Kraig, Adriana.
How to Build Effective Social Relations: In Advertising when Apologizing during Policing.
- Ann Arbor : ProQuest Dissertations & Theses, 2018 - 124 p.
Source: Dissertations Abstracts International, Volume: 80-07, Section: A.
Thesis (Ph.D.)--The Claremont Graduate University, 2018.
This item must not be sold to any third party vendors.
The following research venture compiles three different studies to examine the most effective ways to promote social relationships that foster desired behaviors. The first study involves the fact that websites offering microfinance loans have become an increasingly popular form of investment. It is unclear why some projects offered on sites such as Kiva.org, Microplace.com, and Lendforpeace.org, are more successful at meeting funding goals than others. This study reports the results of an experiment to test if communicating social purpose enhances investment appeal and the neurophysiological mechanism through which this effect occurs. By connecting physiological and behavioral responses to microfinance requests for 101 participants, we found that investments with a social purpose, compared to those that were self-focused, received 25% more loans. Social purpose requests were associated with a significant reduction in two measures physiologic arousal, resulted in greater empathic concern, and produced stronger negative affect compared to self-focused requests. These factors were largely driven by responses by women, who invested 90% more money to requests overall and 97% more to social purpose requests than did men. The findings indicate that communicating social purpose is an effective way to attract more investment to entrepreneurs in developing countries. The second study is based off the fact that CEOs typically offer apologies after transgressions are discovered. Sometimes the mistakes for which apologies are made are corrected and sometimes they are not. Apologies that are insincere, or do not signal offense resolution, may damage the company by impugning its reputation. This study examines if people can accurately identify when apologies precede offense resolution or not and uses neurophysiologic data to identify why people believe apologies. Participants watched videos of corporate apologies and earned $3 for each video they watched. They could then wager all or part of their earnings on whether the mistake was resolved or not with a chance to double their money if their wager was correct. We found that participants could not consciously identify when a problem would be resolved after a CEO apology, but the similarity of electrodermal activity (EDA) and a measure of sympathetic and parasympathetic switching differentiated between apologies for which the problem was corrected and those for which the problem was not fixed. EDA measures correctly predicted which problems were resolved with 61.3% accuracy, exceeding what is expected by chance (p = .001). Wagers, however, were unrelated to whether problems were resolved or not. EDA components predicted whether a wager was made with 75% accuracy. Analysis of physiologic data showed that when leaders making apologies identify the problem in an opening statement, address the audience directly, use concrete language to describe the steps the company is talking to remedy the problem, and minimize the harm done, physiologic arousal is reduced, and this signals that the problem will be resolved. The final study expands the previous studies by examining the culture that arises through sustained social interactions. Since the hierarchical structure of police departments is related to chronic stress and job-turnover, and may influence suicide, partner and alcohol abuse, and on-the-job violence, this study examined if organizational trust among police colleagues (N = 531) in five police departments affects job performance, and if so, how trust can be improved. We benchmarked police findings to trust and performance measures in for-profit and nonprofit organizations. Our findings show that police department members, both sworn and professional staff, with less autonomy and seniority, especially those working in the patrol division, have the lowest levels of trust. Our analysis showed that organizational trust is associated with greater engagement (p = .0001) and enjoyment at work (p = .0000), lower chronic stress (p = .0001), and a greater sense of purpose (p = .0000). Our benchmark analysis identifies two factors that pull down organizational trust in police departments: the lack of appropriate goal-setting and too little investment in professional and personal growth. We conclude with a discussion of how these factors can be improved in police departments to raise trust and improve performance.
ISBN: 9780438763678Subjects--Topical Terms:
517137
Economics.
How to Build Effective Social Relations: In Advertising when Apologizing during Policing.
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The following research venture compiles three different studies to examine the most effective ways to promote social relationships that foster desired behaviors. The first study involves the fact that websites offering microfinance loans have become an increasingly popular form of investment. It is unclear why some projects offered on sites such as Kiva.org, Microplace.com, and Lendforpeace.org, are more successful at meeting funding goals than others. This study reports the results of an experiment to test if communicating social purpose enhances investment appeal and the neurophysiological mechanism through which this effect occurs. By connecting physiological and behavioral responses to microfinance requests for 101 participants, we found that investments with a social purpose, compared to those that were self-focused, received 25% more loans. Social purpose requests were associated with a significant reduction in two measures physiologic arousal, resulted in greater empathic concern, and produced stronger negative affect compared to self-focused requests. These factors were largely driven by responses by women, who invested 90% more money to requests overall and 97% more to social purpose requests than did men. The findings indicate that communicating social purpose is an effective way to attract more investment to entrepreneurs in developing countries. The second study is based off the fact that CEOs typically offer apologies after transgressions are discovered. Sometimes the mistakes for which apologies are made are corrected and sometimes they are not. Apologies that are insincere, or do not signal offense resolution, may damage the company by impugning its reputation. This study examines if people can accurately identify when apologies precede offense resolution or not and uses neurophysiologic data to identify why people believe apologies. Participants watched videos of corporate apologies and earned $3 for each video they watched. They could then wager all or part of their earnings on whether the mistake was resolved or not with a chance to double their money if their wager was correct. We found that participants could not consciously identify when a problem would be resolved after a CEO apology, but the similarity of electrodermal activity (EDA) and a measure of sympathetic and parasympathetic switching differentiated between apologies for which the problem was corrected and those for which the problem was not fixed. EDA measures correctly predicted which problems were resolved with 61.3% accuracy, exceeding what is expected by chance (p = .001). Wagers, however, were unrelated to whether problems were resolved or not. EDA components predicted whether a wager was made with 75% accuracy. Analysis of physiologic data showed that when leaders making apologies identify the problem in an opening statement, address the audience directly, use concrete language to describe the steps the company is talking to remedy the problem, and minimize the harm done, physiologic arousal is reduced, and this signals that the problem will be resolved. The final study expands the previous studies by examining the culture that arises through sustained social interactions. Since the hierarchical structure of police departments is related to chronic stress and job-turnover, and may influence suicide, partner and alcohol abuse, and on-the-job violence, this study examined if organizational trust among police colleagues (N = 531) in five police departments affects job performance, and if so, how trust can be improved. We benchmarked police findings to trust and performance measures in for-profit and nonprofit organizations. Our findings show that police department members, both sworn and professional staff, with less autonomy and seniority, especially those working in the patrol division, have the lowest levels of trust. Our analysis showed that organizational trust is associated with greater engagement (p = .0001) and enjoyment at work (p = .0000), lower chronic stress (p = .0001), and a greater sense of purpose (p = .0000). Our benchmark analysis identifies two factors that pull down organizational trust in police departments: the lack of appropriate goal-setting and too little investment in professional and personal growth. We conclude with a discussion of how these factors can be improved in police departments to raise trust and improve performance.
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http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10934072
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