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JournalISSN: 0894-3796

Journal of Organizational Behavior

About: Journal of Organizational Behavior is an academic journal. The journal publishes majorly in the area(s): Job satisfaction & Organizational commitment. It has an ISSN identifier of 0894-3796. Over the lifetime, 2249 publication(s) have been published receiving 295798 citation(s).

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Open accessJournal ArticleDOI: 10.1002/JOB.4030020205
Christina Maslach1, Susan E. Jackson1Institutions (1)
Abstract: A scale designed to assess various aspects of the burnout syndrome was administered to a wide range of human services professionals. Three subscales emerged from the data analysis: emotional exhaustion, depersonalization, and personal accomplishment. Various psychometric analyses showed that the scale has both high reliability and validity as a measure of burnout.

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Topics: Occupational burnout (65%), Burnout (63%), Emotional exhaustion (58%) ...read more

8,665 Citations


Open accessJournal ArticleDOI: 10.1002/JOB.248
Abstract: This study focuses on burnout and its positive antipode—engagement. A model is tested in which burnout and engagement have different predictors and different possible consequences. Structural equation modeling was used to simultaneously analyze data from four independent occupational samples (total N = 1698). Results confirm the hypothesized model indicating that: (1) burnout and engagement are negatively related, sharing between 10 per cent and 25 per cent of their variances; (2) burnout is mainly predicted by job demands but also by lack of job resources, whereas engagement is exclusively predicted by available job resources; (3) burnout is related to health problems as well as to turnover intention, whereas engagement is related only to the latter; (4) burnout mediates the relationship between job demands and health problems, whereas engagement mediates the relationship between job resources and turnover intention. The fact that burnout and engagement exhibit different patterns of possible causes and consequences implies that different intervention strategies should be used when burnout is to be reduced or engagement is to be enhanced. Copyright © 2004 John Wiley & Sons, Ltd.

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Topics: Burnout (64%), Job demands-resources model (62%), Work engagement (57%) ...read more

6,084 Citations


Open accessJournal ArticleDOI: 10.1002/JOB.322
Marylène Gagné1, Edward L. Deci2Institutions (2)
Abstract: Cognitive evaluation theory, which explains the effects of extrinsic motivators on intrinsic motivation, received some initial attention in the organizational literature. However, the simple dichotomy between intrinsic and extrinsic motivation made the theory difficult to apply to work settings. Differentiating extrinsic motivation into types that differ in their degree of autonomy led to self-determination theory, which has received widespread attention in the education, health care, and sport domains. This article describes self-determination theory as a theory of work motivation and shows its relevance to theories of organizational behavior. Copyright © 2005 John Wiley & Sons, Ltd.

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  • Figure 2. Summary model showing environmental factors (job content, job context, and work climate), and individual differences (causality orientation) as antecedents of autonomous motivation, as well as the work outcomes associated with autonomous motivation
    Figure 2. Summary model showing environmental factors (job content, job context, and work climate), and individual differences (causality orientation) as antecedents of autonomous motivation, as well as the work outcomes associated with autonomous motivation
  • Figure 1. The self-determination continuum showing amotivation, which is wholly lacking in self-determination; the types of extrinsic motivation, which vary in their degree of self-determination; and intrinsic motivation, which is invariantly self-determined. Also shown are the nature of the regulation for each and its placement along the continuum indexing the degree to which each represents autonomous motivation
    Figure 1. The self-determination continuum showing amotivation, which is wholly lacking in self-determination; the types of extrinsic motivation, which vary in their degree of self-determination; and intrinsic motivation, which is invariantly self-determined. Also shown are the nature of the regulation for each and its placement along the continuum indexing the degree to which each represents autonomous motivation
Topics: Self-determination theory (70%), Cognitive evaluation theory (69%), Goal theory (66%) ...read more

5,066 Citations


Open accessJournal ArticleDOI: 10.1002/JOB.4030130202
Fred A. Mael1, Blake E. Ashforth2Institutions (2)
Abstract: Summary Organizational identification is defined as a perceived oneness with an organization and the experience of the organization's successes and failures as one's own. While identification is considered important to the organization, it has not been clearly operationalized. The current study tests a proposed model of organizational identification. Self-report data from 297 alumni of an all-male religious college indicate that identification with the alma mater was associated with: (1) the hypothesized organizational antecedents of organizational distinctiveness, organizational prestige, and (absence of) intraorganizational competition, but not with interorganizational competition, (2) the hypothesized individual antecedents of satisfaction with the organization, tenure as students, and sentimentality, but not with recency of attendance, number of schools attended, or the existence of a mentor, and (3) the hypothesized outcomes of making financial contributions, willingness to advise one's offspring and others to attend the college, and participating in various school functions. The findings provide direction for academic administrators seeking to increase alumni support, as well as for corporate managers concerned about the loyalty of workers in an era of mergers and takeovers.

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4,186 Citations


Open accessJournal ArticleDOI: 10.1002/JOB.4030150306
Abstract: The occurrence and impact of psychological contract violations were studied among graduate management alumni (N = 128) who were surveyed twice, once at graduation (immediately following recruitment) and then two years later. Psychological contracts, reciprocal obligations in employment developed during and after recruitment, were reported by a majority of respondents (54.8 per cent) as having been violated by their employers. The impact of violations are examined using both quantitative and qualitative data. Occurrence of violations correlated positively with turnover and negatively with trust, satisfaction and intentions to remain.

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Topics: Psychological contract (60%), Job satisfaction (57%), Graduation (51%)

2,169 Citations


Performance
Metrics
No. of papers from the Journal in previous years
YearPapers
2021101
202053
201969
201892
201771
201675

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Journal's top 5 most impactful authors

Paul E. Spector

26 papers, 4.4K citations

Neal M. Ashkanasy

23 papers, 1.4K citations

Thomas A. Wright

16 papers, 1.2K citations

Terry A. Beehr

12 papers, 1.7K citations

Russell Cropanzano

10 papers, 2.6K citations

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