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Purpose - This chapter develops and tests a theory on relationships between perceptions of ability and adherence to rides, guidelines, and tradition. Drawing from theory and research on status processes in groups, the theory proposes that adherence to rules can provide an alternative to task ability in demonstrating competence at a group task and that persons who perceive themselves to be low in ability will become especially likely to strictly adhere to rules. Methodology/approach - In an experimental study, participants received feedback that they had high or low ability at a group task that involved making judgments about bonuses in a fictitious organization. Findings - Supporting the theory, participants who perceived themselves to be low in ability gave less money to employees technically ineligible for raises, even when the reason for the ineligibility was arguably trivial. Research limitations/implications -- The proposed theory and supportive results have a number of theoretical implications for how status processes shape individual behavior in groups. For example, the theory might help explain collective enforcement against free riding, with people low in ability being motivated to enforce norms against free riding to compensate for their perceived lack of ability to contribute. Practical/social implications -- It is easy to conjure examples in which persons who are seen as exceptionally competent also seem to be given wide leniency in adhering to rules. The theory and experimental test presented here can help in understanding the extent to which the following of rules may be seen as the domain of the incompetent. [ABSTRACT FROM AUTHOR]

Soldiers in the U.S. Army are deployed more often and for longer than they were in the past. This deployment tempo can have negative effects on the physical and psychological well-being of soldiers and their families. In this article, we examine how changes to the structure of work schedules in a U.S. Army brigade can ameliorate negative effects from an increased deployment tempo. The authors present research from a quasi-experimental design that measures soldier opinions before and after changing their work schedule. The results indicate that schedule changes had a positive effect for some junior-enlisted personnel and did not, on average, adversely affect the social and health outcomes of non-commissioned officers. [ABSTRACT FROM AUTHOR]