The problem of which cues, internal or external, permit a person to label and identify his own emotional state has been with us since the days that James (1890) first tendered his doctrine that \"the bodily changes follow directly the perception of the exciting fact, and that our feeling of the same changes as they occur is the emotion\" (p. 449). Since we are aware of a variety of feeling and emotion states, it should follow from James' proposition that the various emotions will be accompanied by a variety of differentiable bodily states. Following James' pronouncement, a formidable number of studies were undertaken in search of the physiological differentiators of the emotions. The results, in these early days, were almost uniformly negative. All of the emotional states experi-

"Cognitive, social, and physiological determinants of emotional state": Erratum

http://lib.cufe.edu.cn/upload_files/other/4_20140605101807_Corporate%20social%20responsibility%20as%20a%20source%20of%20employee%20satisfaction.pdf

Corporate social responsibility as a source of employee satisfaction

Om de relatie tussen werknemer en organisatie te kunnen beschrijven wordt vaak gebruikgemaakt van de term 'psychologisch contract'. De theorie van het psychologisch contract omhelst vragen als: 'Wat bepaalt wat werknemers en werkgevers in elkaar willen investeren?' en 'Wat gebeurt er als er zaken niet zo gaan als verwacht?'.

Understanding psychological contracts at work: A critical evaluation of theory and research

We examine the relationship between a range of new public management (NPM) practices and citizens' perceptions of service efficiency, responsiveness, equity and effectiveness in English local governments. We find that public–private relationships have a negative relationship with citizens' perceptions of all four dimensions of local service performance, but an entrepreneurial strategic orientation exhibits a positive association with all four. Performance management is also likely to positively influence rather than negatively influencing citizens' perceptions of local public services. Further analysis revealed that the impact of NPM practices varies according to the level of socio-economic disadvantage confronted by local governments.

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New Public Management and Citizens' Perceptions of Local Service Efficiency, Responsiveness, Equity and Effectiveness

In this article we analyse the different ways in which psychological contracts are measured. On the basis of criteria for measurement and scale development psychological contract measurements are put to a test. The criteria are related to the way the measurement is developed and evaluated, and the specific conceptualisations of the content and evaluation of the psychological contract. Existing questionnaires to measure the psychological contract are evaluated. The use of psychological contract measurements of Freese and Schalk, Psycones, or Rousseau is recommended.

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How to Measure the Psychological Contract? A Critical Criteria-Based Review of Measures

The psychological contract became known as a research paradigm within corporate research, providing a broad framework which explains the employee-company relations. Despite all this, there are still many debates on the concept and a series of criticism were expressed that led to the necessity of some more rigorous theoretical and empirical analysis. The psychological contract refers to the unwritten, implicit expectations that employees have from the company and vice versa; it is that which defines the things the employee expects from the employer. Consequently, each of the parties involved in the contract may have different perceptions on these commitments and obligations. Thus the psychological contract may be regarded as an exchange relation between the employer and the employee. Breaking the psychological contract affects the performance, the morale, and the motivation of the staff in a negative manner. The information presented in this paper is intended to contribute to the theoretical and methodological development of the concept.

The psychological contract

Over the past decades, the focus of the scientists has shifted towards the area of organizational change. The concept has been approached from several perspectives and studied by numerous disciplines and refers to a shift or transformation of an organization, of several components of the organization or of the processes that lie within. Being in an environment characterized by competitiveness and complexity, organizations are under a constant need of change, of progress, while the aim of each change is to improve the aspects that make this happen. The dynamics of the labour force market has contributed to the creation of an environment in which organizations are permanently facing the need to implement various changes regarding their strategy, structure, processes or culture. Henceforth, the factors that can alter the implementation of change benefit from an increased focus. Understanding the reason for which some employees can resist change can have major financial implications for the organization. When considering the human resources involved in the change, nothing seems simple; most of the times things are not as they should be, and most of the employees experience a resistance to change, sometimes in the form of change-specific cynicism, a notion defined as the belief of employees that the organization in which they work lacks integrity. This paper represents the cultural adaptation of Change-Specific Cynicism Scale (a scale proposed by David J. Stanley in 1998, validated on the Canadian population), to the specifics of the Romanian population and supplies a method of evaluating change-specific cynicism for the specialized literature. Statistic results have shown that the Change-Specific Cynicism Scale has a high level of internal consistency (α=0,84) and can be used exclusively for equivalent populations. Moreover, this paper aims to approach the term organizational cynicism and its role in the context of organizational change.

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Change, Resistance to Change and Organizational Cynicism

Economical constraints regarding the full implementation and functioning of the common catalogue on plant genetic resources for food and agriculture (PGEFA) are discussed in this paper based on the assessment of the current European Union regulatory framework. Based on this article's results new financial mechanisms should be developed at the national level for further responding to the European requirements including measures regarding the conservation varieties. This assessment is further supporting the need for developing and implementing new financial mechanisms in the support of the poor rural populations as well as for small farmers in harmony with commercial agriculture.

Economical Issues Regarding the Implementation and Functioning of the Common Catalogue of Varieties of Agricultural Plant Species

According to the specialized literature from the field of organizational and economic psychology, the work group is defined as two or more persons who interact and pursue common goals, have stable relationships, are to some extent interdependent and realize they are in fact part of the group. Work in an organization takes a third form, i.e. emotional work/emotional labour: emotional labour reflects the management of emotions. This happens through mental effort, sometimes consciously, sometimes not, and its purpose is the change of personal feelings or emotions, so that these are in accordance with the "emotional rules" established by the formal group’s norms, having a higher or lower intensity, on a shorter or longer period, instantly or slowly. Identity confusion, socio-professional stress, professional dissatisfaction, organizational silence are just a few of the negative effects of emotional labour, respectively of the discrepancy between the required emotion and the emotion experienced in reality by the employees of a large number of organizations.

The Role of Emotions in Organizational Behaviour

Most organizations nowadays have the required resources and should offer an appropriate culture to provide each employee with the opportunity and context to develop the feeling of meaningful work. The managers and organizational leaders should be the first to recognize and perceive the work they do as being important. In this article, we examine the current development of the study of the nature, causes, and consequences of meaningful work, and we offer ideas of research opportunities regarding the interface of organizational perspectives on performing and providing meaningful work.

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Blanca Grama

Papers

The psychological contract

Change, Resistance to Change and Organizational Cynicism

Economical Issues Regarding the Implementation and Functioning of the Common Catalogue of Varieties of Agricultural Plant Species

The Role of Emotions in Organizational Behaviour

What Makes Work Meaningful