The present study examined the impact of various types of co-worker similarity (demographic, value, and behavioral style preference) on the evolution of co-worker affect Data were collected in conjunction with a 4-week training program designed to provide executive training and development to senior-level executives. Study participants were 43 senior-level managers enrolled in the program. These managers were assigned to five- or six-person case study teams as a part of the training. At three times during the 4-week program, team members rated each other on social liking, co-worker preference, and behavioral attributions (190 dyadic pairs were used in the analyses). Similarity in demographic characteristics and in behavioral style preferences contributed significantly to the prediction of liking and co-worker preference. All three types of similarity predicted various attributions and perceptions, although the pattern of prediction changed over time. The results and possibilities for future research are discussed.

The study investigated effects of different work contexts on the individual's desire to work with a similar or dissimilar coworker. Business students ( N = 536) were assigned to 1 of 3 conditions (competitive task, skill-development task, and nonspecific task) and were asked to describe their preferred coworker for that task. Individuals were expected to prefer coworkers whom they perceived as similar in noncompetitive situations, but those whom they perceived as dissimilar in competitive situations. Further, it was hypothesized that the type of similarity emphasized (skills, personal values, and personal style) would reflect the type of anticipated interaction. As expected, participants in competitive conditions chose coworkers with lower skills and generally dissimilar values and personal style. Coworkers selected for the skill-development condition possessed similar skills and were more similar in values.

Numerous organizations have incorporated quality-oriented interventions to improve effectiveness; however, little systematic research has concerned how employees' perceptions about such interventions influence perceptions of work characteristics or job-related attitudes. The present study of 113 professional and support staff in a large petrochemical company suggested that perceptions about management's commitment to the success of the intervention was related to perceptions of reduced role stress, more positive relationships with management and more positive job-related attitudes.

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