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Job attitude

About: Job attitude is a research topic. Over the lifetime, 15268 publications have been published within this topic receiving 668786 citations.


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Journal ArticleDOI
TL;DR: In this paper, the authors developed hypotheses about the effects of leader personality on the development of three types of justice climates (e.g., procedural, interpersonal, and informational) and the moderating effects of these climates on individual-level justiceattitude relationships.
Abstract: Drawing on the organizational justice, organizational climate, leadership and personality, and social comparison theory literatures, we develop hypotheses about the effects of leader personality on the development of 3 types of justice climates (e.g., procedural, interpersonal, and informational) and the moderating effects of these climates on individual-level justice–attitude relationships. Largely consistent with the theoretically derived hypotheses, the results showed that leader (a) Agreeableness was positively related to procedural, interpersonal, and informational justice climates; (b) Conscientiousness was positively related to a procedural justice climate; and (c) Neuroticism was negatively related to all 3 types of justice climates. Further, consistent with social comparison theory, multilevel data analyses revealed that the relationship between individual justice perceptions and job attitudes (e.g., job satisfaction, commitment) was moderated by justice climate such that the relationships were stronger when justice climate was high.

209 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined how an ethical work climate influences salespersons' organizational identification, supervisory trust, organizational commitment, turnover intentions, and turnover, using a sample of 393 salespeople.

209 citations

Journal ArticleDOI
TL;DR: This article examined the concept of intercultural effectiveness, which integrates five dimensions: language and interpersonal skills, social interaction, cultural empathy, personality traits, and managerial ability, and found that effective cross-cultural adjustment and job performance are moderately correlated.

208 citations

Journal ArticleDOI
TL;DR: For example, the authors found that job dissatisfaction, distrust, and disengagement in American workplaces are getting worse and have a number of negative consequences for employers as well as employees, and how people are managed and their job satisfaction and job attitudes are both substantively and statistically significant predictors of organizational performance, especially when seen through the lens of the rationality and competitive market efficiency concepts so often used in economic theory.
Abstract: American workplaces exhibit three facts which, taken together, could constitute anomalous or paradoxical organizational behavior, especially when seen through the lens of the rationality and competitive market efficiency concepts so often used in economic theory. First, workplaces in America and elsewhere show pervasive job dissatisfaction, distrust, and disengagement, with the evidence suggesting that these problems are getting worse and have a number of negative consequences for employers as well as employees. Second, how people are managed and their job satisfaction and job attitudes are both substantively and statistically significant predictors of a number of dimensions of organizational performance. Comprehensive evidence from studies in numerous industries and countries establishes this point and also helps us identify high-performance management practices. Third, in spite of the fact that much of what is required to build engaged and successful organizations is at once well known and not always costly to implement, many, maybe most, organizations have failed to take appropriate actions, thereby, in some sense, “leaving money on the table.” Theories and empirical research in organizational behavior and social psychology offer insights and explanations about how these three facts can coexist and even persist. These explanations are built on the fundamental insights that both employees and organizations are embedded in a social context that provides taken-for-granted ways of thinking and doing things; social influence matters so

208 citations

Journal ArticleDOI
TL;DR: In this article, the authors examined the impact of two mood dimensions (positive affect and negative affect) on employees' withdrawal behavior, specifically, on their absenteeism and turnover from an organization.

208 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
2023270
2022499
202152
202069
201968
2018146