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Ingratiation is an impression management tactic used by those who seek to obtain the favor of others. Previous studies mainly examine the role of ingratiation from the initiator's perspective, ignoring observers' reactions when they are confronted with their peers' ingratiating behaviors. Drawing on social comparison theory, this study employs a third-party framework to explain the pathways between observed ingratiation and ostracism and analyzes data from a time-lagged survey and two scenario-based experiments in the Chinese context. Observed ingratiation triggers third-party employees' ostracism of flatterers by arousing a sense of future status threats. Moreover, when observers' goals are competitive with those of ingratiators, the adverse effects of observed ingratiation are exacerbated, whereas their leader–member exchange social comparison (LMXSC) buffers its unfavorable effects. These findings advance ingratiation studies by extending the research perspective from that of initiator–target dyads to third-party employees and unveiling a vital mediator (future status threats) and two essential opposite moderators (competitive goals and LMXSC) in the internal mechanism underlying the observed ingratiation–ostracism link. Further, although ingratiation may induce benefits for ingratiators, managers must recognize that it can be destructive for third-party employees. [ABSTRACT FROM AUTHOR]

Introduction: The set of values, beliefs and expectations that are widespread and accepted within an organization compose its organizational culture. The common culture acts as a cohesive link between the members of the health team, increasing both the sense of trust of the participants and the cohesion of the team. Aim: The main purpose of this study was to investigate the organizational culture of health professionals and the assessment of the identification or differentiation of the existing organizational culture from what members of the team deem as a desired one. Methodology: A cross-sectional study was conducted involving 155 health professionals working in public and private health care. The research tool used was the Organizational Culture Assessment Instrument - OCAI questionnaire, which quantitatively measures the quality parameters of the culture. It has 24 questions through which the six key dimensions of organizational culture for the present and the future are approached. The answers correspond to four different types of organizational culture with different orientations, assumptions, practices and values. The statistical analysis of the data was done with SPSS v24. Results: The predominant culture of the organizations of the participants was the Hierarchical Culture (27%) in which the organization focuses on coordination, stability and predictability. The next existing culture was the Market one, where the main characteristics were those of goal-orientation, competitive spirit and a demanding leadership. The culture of Generation (28%) in which the organization is interested in its employees and their personal development has emerged as a desirable culture. Second to that was the Open System culture, which promotes innovation and emphasizes the external environment, change and competitiveness. There was no identification of the existing culture with the desired one. Conclusion: The investigation and measurement of organizational culture in health services can contribute to the qualitative upgrade of offered health care through the adoption of common standards, perceptions and behaviors. [ABSTRACT FROM AUTHOR]

Objective: Evidence concerning strengths model of case management (SMCM) remains mixed. This study aimed to test the hypotheses that higher fidelity to SMCM is associated with improved quality of life (QoL), hope, community participation, community functioning, more days of competitive employment and of independent living, and fewer days of hospitalization. Methods: SMCM was implemented over a 3-year period, at seven sites in the Canadian provinces of Newfoundland and Labrador, Québec, and Ontario. Independent assessors visited 14 teams at the seven sites to evaluate fidelity at baseline and 6, 12, 18, 24, and 36 months later. Participants (N = 311) answered standardized questionnaires at 4.5-month intervals up to 18 months. Fidelity assessments were interpolated so they could be associated with questionnaire responses. Linear mixed-effects models and generalized linear models were estimated. Results: Fidelity increased significantly, with all sites except one achieving or approaching good fidelity within 36 months. Fidelity was not significantly associated with any of the outcome measures, although all estimated directions of relationships were consistent with our hypotheses. Conclusions and Implications for Practice: In a pragmatic study of real-world implementation of the strengths model at seven sites, no statistically significant relationships between fidelity and outcomes were found. Low variation in fidelity across individuals, modest sample size, and limited ability to detect change over 18 months, may have contributed to these null findings. Impact and Implications: Implementation of strengths model of case management (SMCM) was largely successful at seven sites in three Canadian provinces, but higher fidelity was not significantly associated with improved client outcomes. The sample size of 311 may have been insufficient. Given mixed findings from previous studies, and the compatibility of SMCM with a recovery orientation, further research, with strong designs and large sample sizes, is needed. [ABSTRACT FROM AUTHOR]

Background: Performance goal orientations are influential motivational factors for predicting learning performance. However, a lack of attention has been paid to investigating the effects of performance goal orientations on learning performance and in‐game performance in the context of digital game‐based learning. Objectives: This study implemented a game‐based English vocabulary learning system and investigated how performance goal orientations affected learners' learning performance and in‐game performance. Methods: A total of 59 non‐English major university students participated in this study, divided into performance‐approach learners (PAPL) and performance‐avoidance learners (PAVL) based on their performance goal orientations. The English vocabulary listening test and log data were collected for conducting quantitative analyses. Results and conclusions: The results showed that the PAPL outperformed the PAVL in learning performance, whereas the two groups demonstrated similar gain scores and overall in‐game performance. Moreover, the results showed that the PAVL's learning performance was strongly associated with all aspects of in‐game performance in the learning activities. Conversely, the PAPL's learning performance was only associated with two aspects of in‐game performance in the competition activities. Implications: The findings of this study suggest that performance goal orientations play significant roles in both learning performance and in‐game performance, which could benefit the PAVL's in‐game performance, which is a substantial factor in promoting their learning performance via DGBL. Lay Description: What is already known about this topic: Digital game‐based learning (DGBL) has been widely adopted in various subject areas.DGBL is an effective learning approach for language learning.Performance goal orientations are influential motivational factors in predicting learning performance.Relevant empirical research on performance goal orientations in DGBL is scarce and inconclusive. What this paper adds: A game‐based English vocabulary learning system was developed based on the considerations of different characteristics of performance goal orientations.This study provides understandings of the impact of performance goal orientations on both learning performance and in‐game performance in DGBL.Performance‐approach learners outperformed performance‐avoidance learners, whereas the two groups demonstrated similar gain scores and overall in‐game performance.Performance‐avoidance learners' in‐game performance is a substantial factor in promoting their learning performance via DGBL. Implications for practice and/or policy: Educators should consider adopting game‐based assessment to reduce the gap between learners with different performance goal orientations.DGBL can be a potential approach to supporting different performance goal orientations, but it is particularly beneficial to learners with performance‐avoidance goals.Learners with different performance goal orientations need different types of learning activities to achieve better performance.A personalized DGBL system should be developed to accommodate the needs and preferences of learners with performance‐approach and performance‐avoidance goals. [ABSTRACT FROM AUTHOR]

When evaluating one's own or others' performances, there is a strong tendency to rely on social comparison information. Remarkably, however, the extant achievement goal research suggests that the prevalence of other-based goals is very low, also in sport contexts. In the present research, we argue and demonstrate that in the context of a sports match: (1) most athletes' overarching achievement goal is an other-based approach goal (i.e., the goal to win), and (2) athletes with an overarching other-based approach goal also rely on self-based criteria (referring to one's personal performance trajectory) and task-based criteria (referring to the absolute demands of the task). Survey data was collected among 647 competitive korfball players (69.4% women), ranging in age from 16 to 56 years. As expected, for most athletes (51.6%), to win matches was their overarching achievement goal, and pursuing self-based and task-based approach goals added to their competence satisfaction. In such a hierarchical achievement goal system, subordinate goals likely help athletes to increase their awareness of what actions and means facilitate their focal objective: Coming out victorious. • Athletes' achievement goals can be structured into a hierarchical goal system. • In the context of a sports match, the overarching goal is an other-approach goal. • Athletes' competence satisfaction is also a function of other achievement goals. • Making goal systems visible likely helps athletes to self-regulate effectively. [ABSTRACT FROM AUTHOR]