Cognitive dissonance: Physiological arousal in the performance expectancy paradigm

Etgen, Michael P.; Rosen, Ellen F.

doi:10.3758/bf03337331

Cited by 11 publications

(9 citation statements)

References 12 publications

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“…Instead, physiological measures seem to more accurately assess these responses. Measures such as heart rate variability, blood pressure, skin conductance, and neuroendocrine responses such as cortisol secretion may be more effectively used to assess threat arousal (e.g., Blascovich et al, 2001;Etgen & Rosen, 1993;Harmon-Jones, Brehm, Greenberg, Simon, & Nelson, 1996;Losch & Cacioppo, 1990;Mendes, Blascovich, Lickel, & Hunter, 2002;Townsend, Major, Gangi, & Mendes, 2011).…”

Section: Physiological Stress Responsementioning

confidence: 99%

The Importance of Stereotype Threat Mechanisms in Workplace Outcomes

Casad

Merritt

2014

Ind. organ. psychol.

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Section: Physiological Stress Responsementioning

confidence: 99%

The Importance of Stereotype Threat Mechanisms in Workplace Outcomes

Casad

Merritt

2014

Ind. organ. psychol.

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“…Given the amount of evidence, it seems indisputable that cognitive dissonance is associated with elevated arousal. However, some deviations across these results should be noted: contrary to the results in the freechoice paradigm, studies involving writing counterattitudinal essays have not found an elevation in heart rate (Croyle & Cooper, 1983); similarly, contrary to the results for the counterattitudinal essay paradigm, studies utilizing unexpected feedback have not found an elevation in GSR (Etgen & Rosen, 1993). These discrepancies are also noticeable in neuronal studies.…”

mentioning

confidence: 59%

“…For instance, writing a counterattitudinal essay is the predominant task used to generate an inconsistency between an attitude and a behaviour, and studies found elevated galvanic skin responses (GSR) during and after the writing of such essays (Croyle & Cooper, 1983;Elkin & Leippe, 1986;Harmon-Jones, Brehm, Greenberg, Simon & Nelson, 1996;Losch & Cacioppo, 1990). The free-choice paradigm and receiving feedback contrary to expectations are two other paradigms that have been associated with elevated heart rate (Etgen & Rosen, 1993;Gerard, 1967;Mann, Janis & Chaplin, 1969). Examinations of neuronal activity have shown a lower level of alpha waves when doing an unpleasant task without enough justification (McMillen & Geiselman, 1974) as well as the involvement of specific brain areas such as the anterior cingulate cortex during cognitive dissonance studies involving counterattitudinal tasks or the free-choice paradigm (for review, see Izuma & Murayama, 2019).…”

mentioning

confidence: 99%

On the Characteristics of the Cognitive Dissonance State: Exploration Within the Pleasure Arousal Dominance Model

Bran¹,

Vaidis

2020

Psychologica Belgica

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Cognitive Dissonance Theory (Festinger, 1957) proposes that individuals experience psychological discomfort when they are confronted with inconsistent cognitions. This psychological discomfort is more generally considered to be a state of aversive arousal that can be referred as a cognitive dissonance state (CDS). For many scholars, the CDS is the core of the theory and its central process: this psychological discomfort mediates the consequences of the inconsistency exposure

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“…It is conceivable that respondents may have avoided cognitive dissonance (Etgen and Rosen, 1993;Festinger and Aronson, 1997), meaning that it is not very likely they will rate a course as effective while at the same time rating the strategic aligning process as poor. Multilevel statistical models are used to handle this problem.…”

Section: The Problem Of Cognitive Dissonancementioning

confidence: 99%

Stakeholder involvement in strategic HRD aligning: the impact on HRD effectiveness

Wognum

Lam

2000

Int J Training Development

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The study reported here focusses on the question to what extent stakeholder involvement in HRD policymaking (here referred to as strategic HRD aligning) predicts effective HRD programmes. The study involved 44 large companies in the industrial, financial and commercial services sectors. The findings indicate that involvement of stakeholders in the strategic HRD aligning process, and their opinions on the quality of this aligning process in particular, have a positive effect on perceived HRD effectiveness. The perceived effectiveness is even more positive when the mean company score on the quality of strategic aligning is higher. Theoretical frameworkIn literature it is estimated that only between 10 and 20 per cent of capital invested in HRD and learning interventions will lead to enduring performance improvement (Baldwin and Ford, 1988;Latham and Crandall, 1991;Broad and Newstrom, 1992;Kessels, 1996). It is questionable if this result can be improved upon if all relevant HRD stakeholders give proper consideration before reaching the intended HRD goals and objectives. These goals and objectives will be developed during an HRD policymaking process. It is a dynamic and interactive process in which, as part of an ongoing and future company policy, HRD goals and objectives are formulated. This relates to the learning and development of individual and groups of employees for the benefit of the company as well as themselves (eg. Garavan, Costine and Heraty, 1995). Thinking of policies in terms of goals and strategies, which according to Hoogerwerf (1993) forms the basic structure of any policy is often termed 'final thinking'. According to the ideal, purely rational model, policymaking processes are typically sequential, linear and mainly top-down. Other policy models have been developed that deviate from this and which take the practical situation more into account, like

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Cognitive dissonance: Physiological arousal in the performance expectancy paradigm

Cited by 11 publications

References 12 publications

The Importance of Stereotype Threat Mechanisms in Workplace Outcomes

The Importance of Stereotype Threat Mechanisms in Workplace Outcomes

On the Characteristics of the Cognitive Dissonance State: Exploration Within the Pleasure Arousal Dominance Model

Stakeholder involvement in strategic HRD aligning: the impact on HRD effectiveness

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