Parental beliefs as predictors of children's externalizing behaviors

The relationship between maternal beliefs about children's externalizing behaviors (EB) and the frequency of their children's EB was investigated. The sample of 71 consisted of two groups of mothers of children between 8-12 years of age. The Clinic group consisted of 35 mothers of children referred to a Children's Clinic due to externalizing behavior problems. The School group consisted of 36 mothers of children attending elementary school. Mothers completed questionnaires measuring parental beliefs and the frequency of their children's EB. Results showed that mothers' endorsement of authoritarian parenting was positively related to children's EB scores. A U-shaped relationship was found between mothers' relationship-centered goals and children's EB scores. Parent-centered goals and children's EB scores were positively correlated only in the clinic group. Mothers'-hostile attribution scores were positively related to their children's EB scores in both groups. Mothers with low perceived parenting scores were associated with higher children's EB scores in both groups. Overall, results revealed potential clinical implications. Parenting programs that change parenting goals, attributions, and ii Parental Beliefs sense of parenting control, which in turn influences parenting behavior, may influence the frequency of their children's externalizing behaviors.

When job dissatisfaction leads to customer-oriented citizenship behaviors

This thesis places boundary conditions on the withdrawal model in the frontline setting of service organizations by considering continuance commitment and supervisory support as moderators of the relationship between job dissatisfaction and customer-oriented citizenship behaviors (COCBs). Departing from traditional research in the areas of the service-profit chain and employee withdrawal, the author advances our understanding of conditions that may lead frontline service employees who are dissatisfied to deposit COCBs into the organizational system. Specifically, based on principles derived from social exchange theory, high continuance commitment and high supervisory support are expected to lead to COCBs, because under this condition the benefits of performing such behaviors are increased (i.e., promotion-based, reciprocity-based), while the costs are decreased (i.e., opportunity costs). Utilizing a sample of 127 frontline employees from both the financial services and travel agency industries, the hypothesized relationships are empirically supported using moderated hierarchical regression analysis. To conclude discussion, implications of the results for both academics and p