Development of a Five-Factor Model charisma compound and its relations to career outcomes
In: Journal of vocational behavior, Band 99, S. 24-39
ISSN: 1095-9084
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In: Journal of vocational behavior, Band 99, S. 24-39
ISSN: 1095-9084
In: International journal of human resource management, Band 29, Heft 22, S. 3115-3135
ISSN: 1466-4399
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 25, Heft 6, S. 900-913
ISSN: 1464-0643
In: Organization science, Band 24, Heft 6, S. 1640-1661
ISSN: 1526-5455
How does the bond between the newcomer and the organization develop over time? Process research on temporal patterns of newcomer's early commitment formation has been very scarce because theory and appropriate longitudinal research designs in this area are lacking. From extant research we extract three process-theoretical accounts regarding how the newcomer adjustment process evolves over time: (1) Learning to Love; (2) Honeymoon Hangover; and (3) High Match, Moderate Match, or Low Match. From these scenarios we develop a taxonomy of newcomer adjustment scenarios. Further, we empirically verify these different scenarios by examining naturally occurring "trajectory classes," which are found to display strengthening, weakening, or stabilizing of the employee–organization linkage. For this, we use a sample of 72 Ph.D. graduates whose organizational commitment history was recorded in their first 25 consecutive weeks of new employment. In closing, we discuss the theoretical and practical implications of the scenario-based approach.
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 32, Heft 6, S. 101536
In: Journal of vocational behavior, Band 115, S. 103341
ISSN: 1095-9084
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 26, Heft 3, S. 325-336
ISSN: 1464-0643
In: Survey research methods: SRM, Band 1, Heft 2, S. 97-108
ISSN: 1864-3361
"The objective of this study is to examine whether manipulating the orientation of a rating scale impacts on the perceived intensity of the verbal qualifiers. An experiment is designed to assess the perception of intensities of verbal qualifiers in an agreement scale. A first finding is that participants seem to adopt one of two response strategies. Those who show the 'extreme null-point strategy' report perceived intensities that monotonically increase along with the scale from 'fully disagree' to 'fully agree'. However, other respondents seem to adopt a 'middle null-point strategy', where the highest perceived intensity coincides with both extreme qualifiers of the scale and the lowest intensity is experienced for qualifiers near the middle. An orientation effect is supported for the 'extreme null-point strategy' group, and manifests itself in less agreement about the intensity of the qualifiers when placed on a decremental scale (e.g. fully agree - rather agree - neutral - rather disagree - fully disagree) as opposed to an incremental scale (e.g. fully disagree - rather disagree - neutral - rather agree - fully agree). Next, the existence of a primacy-effect, an orientation effect found in previous research, was tested by means of a web survey-experiment and is rejected in favour of a more differentiate deffect." (author's abstract)
In: Journal of vocational behavior, Band 125, S. 103529
ISSN: 1095-9084
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 28, Heft 3, S. 289-299
ISSN: 1464-0643
In: Bal , P M , Dóci , E , Lub , X , Van Rossenberg , Y G T , Nijs , S , Achnak , S , Briner , R B , Brookes , A , Chudzikowski , K , De Cooman , R , De Gieter , S , De Jong , J , De Jong , S B , Dorenbosch , L , Ghoreishi Galugahi , M A , Hack-Polay , D , Hofmans , J , Hornung , S , Khuda , K , Klamer , R , Mendy , J , Mol , S T , Navarro , J , Notelaers , G , Ossenkop , C , Pickett , J , Röllmann , L , Sanderson , Z , Sosnowska , J , Spanouli , A , Vantilborgh , T , Van Dijk , H & Van Zelst , M 2019 , ' Manifesto for the future of work and organizational psychology ' , European Journal of Work and Organizational Psychology , vol. 28 , no. 3 , pp. 289-299 . https://doi.org/10.1080/1359432X.2019.1602041
This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see www.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never "finished." It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us.
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In: Bal , P M , Dóci , E , Lub , X , Van Rossenberg , Y G T , Nijs , S , Achnak , S , Briner , R B , Brookes , A , Chudzikowski , K , De Cooman , R , De Gieter , S , De Jong , J , De Jong , S B , Dorenbosch , L , Ghoreishi Galugahi , M A , Hack-Polay , D , Hofmans , J , Hornung , S , Khuda , K , Klamer , R , Mendy , J , Mol , S T , Navarro , J , Notelaers , G , Ossenkop , C , Pickett , J , Röllmann , L , Sanderson , Z , Sosnowska , J , Spanouli , A , Vantilborgh , T , Van Dijk , H & Van Zelst , M 2019 , ' Manifesto for the future of work and organizational psychology ' , European Journal of Work and Organizational Psychology , vol. 28 , no. 3 , pp. 289-299 . https://doi.org/10.1080/1359432X.2019.1602041
This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see www.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never "finished." It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us.
BASE
This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (seewww.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is openand never"finished."It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties,such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us.
BASE
This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see www.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never "finished." It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us. ; publishedVersion
BASE
This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see www.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never "finished." It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us. ; peerReviewed
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