Why don't I trust you now? An attributional approach to erosion of trustJournal of Managerial Psychology - Tập 22 Số 1 - Trang 4-24
– The purpose of this paper is to examine the effects of the trustor's
responsibility‐attributions for a trust violation and the trustee's frequency of
prior violations on the subsequent erosion of trust in the relationship., – Data
were collected from 120 middle‐senior level managers using a two‐part
scenario‐based experimental design to test the impact of attributions and
frequency of violations... hiện toàn bộ
The relationship between emotional intelligence and psychological wellbeingJournal of Managerial Psychology - Tập 24 Số 1 - Trang 66-78
– Theory suggests that highly emotionally intelligent individuals are likely to
experience psychological wellbeing at a higher level than individuals who are
low in emotional intelligence. This study aims to examine the relationship
between emotional intelligence and four aspects of psychological wellbeing
(self‐acceptance, life satisfaction, somatic complaints and self‐esteem)., –
Data were colle... hiện toàn bộ
Managerial stress in Hong Kong and Taiwan: a comparative studyJournal of Managerial Psychology - Tập 14 Số 1 - Trang 6-25
This study investigated occupational stress in managers in Hong Kong and Taiwan
using the Occupational Stress Indicator‐2 (OSI‐2). The results showed the
reliabilities and predictive validity of the OSI‐2 subscales were reasonably
high in both samples. The logical relationships between job satisfaction, mental
and physical well‐being found in the two samples have provided support to
findings obtai... hiện toàn bộ
The relationship between work commitment models and employee withdrawal intentionsJournal of Managerial Psychology - Tập 20 Số 2 - Trang 63-86
– This study is an attempt to contribute to an emerging stream of research,
which attempts to explore how work commitment forms affect one another and how
together they serve to influence work behaviour and
outcomes.Design/methodology/approach – Drawing on five universal forms of work
commitment, we tested the relationships between two work commitment models and
two forms of employee withdrawal in... hiện toàn bộ
Effects of task interdependence and type of communication on performance in virtual teamsJournal of Managerial Psychology - Tập 20 Số 3/4 - Trang 261-274
– To investigate the effects of within‐group task interdependence and the degree
of communications synchrony on performance in virtual teams (VT)., – A 2 × 2
factorial design of 240 participants in Spain, randomly assigned to 80
three‐person teams, was used. Teams worked virtually (not meeting face‐to‐face),
performing a merit‐rating task in a laboratory setting., – The analyses revealed
an intera... hiện toàn bộ
Knowledge sharing and the psychological contract: Managing knowledge workers across different stages of employmentJournal of Managerial Psychology - Tập 22 Số 4 - Trang 411-436
– An employee's willingness to share knowledge may be contingent on whether the
organization equitably fulfills its reward obligations. This paper seeks to
examine how managers and organizations can be vehicles for managing
psychological contract perceptions favoring knowledge sharing among current
employees, newcomers, and applicants., – The authors propose an integrative
model to discuss psychol... hiện toàn bộ
Positive affect and feedback‐giving behaviorJournal of Managerial Psychology - Tập 20 Số 1 - Trang 24-42
– New models of career management require individuals to harvest as much
learning as possible from situations wherever and whenever feedback is possible.
The purpose of this study was to investigate the influence of positive affect
(liking) on feedback giving behavior since authors have suggested a potential
bias but little empirical evidence exists on the topic., – Data were collected
from 77 tra... hiện toàn bộ
When Your Boss Won′t ChangeJournal of Managerial Psychology - Tập 5 Số 3 - Trang 28-32
The ways of coping with a boss in the everyday work situation are discussed.
Selecting a strategy to enable problems to be tackled effectively – i.e. quit
and run or change jobs within the organisation, are evaluated, in the face of a
boss who criticises, or who never offers encouragement.