Topic
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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TL;DR: This article conducted a meta-analysis of job performance measures from field studies and found that females generally scored slightly higher than males in terms of the expected states theory (EST) of expectation states.
183 citations
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183 citations
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TL;DR: In this paper, the authors address theoretical issues involving different interaction effects between job demands and job resources, accompanied by a thorough empirical test of interaction terms in the demand-control (DC) model and the effort-reward imbalance (ERI) model in relation to employee health and well-being.
Abstract: Summary The present study addresses theoretical issues involving different interaction effects between job demands and job resources, accompanied by a thorough empirical test of interaction terms in the demand–control (DC) model and the effort–reward imbalance (ERI) model in relation to employee health and well-being (i.e., exhaustion, psychosomatic health complaints, company-registered sickness absence). Neither the DC model nor the ERI model gives a clear theoretical rationale or preference for a particular interaction term. Hierarchical regression analyses were conducted among 405 nursing home employees and cross-validated in a comparable sample (N ¼ 471). Results including cross-validation showed that only a multiplicative interaction term yielded consistent results for both the DC model and the ERI model. Theoretical as well as empirical results argue for a multiplicative interaction term to test the DC model and the ERI model. Future job stress research may benefit from the idea that there should be a theoretical preference for any interaction form, either in the DC model or in the ERI model. However, more research on interactions is needed to address this topic adequately. Copyright # 2005 John Wiley & Sons, Ltd.
182 citations
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TL;DR: The authors empirically examined these and other commonly held beliefs about the consequences of job insecurity among white-collar employees and highlighted the critical role human resource professionals play in helping organizations to understand the consequences that create job insecurity and finding ways to minimize negative outcomes.
Abstract: Are insecure employees actually less loyal to their companies, more concerned about their careers, and less willing to go the extra mile at work? Do employees who view job insecurity as a violation of their psychological contract have more severe reactions to being insecure? This article empirically examines these and other commonly held beliefs about the consequences of job insecurity among white-collar employees. The critical role human resource professionals play in helping organizations to understand the consequences of actions that create job insecurity (i.e., restructuring) and finding ways to minimize negative outcomes is highlighted. © 2000 John Wiley & Sons, Inc.
182 citations
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TL;DR: Qualitative analyses revealed that perpetrators exhibited job interference behaviors before, during, and after work that reduced women's job performance as measured by absenteeism, tardiness, job leavings, and terminations.
Abstract: This exploratory study sought to gather detailed information about how domestic violence affects women's employment, specifically to identify the types of job interference tactics used by abusers and their consequences on women's job performance; identify and understand the context associated with disclosure about victimization to employers and coworkers; and identify the supports offered to employees after disclosure. Qualitative analyses, guided by grounded theory, revealed that perpetrators exhibited job interference behaviors before, during, and after work. Abuser tactics reduced women's job performance as measured by absenteeism, tardiness, job leavings, and terminations. Among women who disclosed victimization to employers, informal and formal job supports were offered. Workplace supports led to short-term job retention, but fear and safety issues mitigated employers' attempts to retain workers.
182 citations