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Dejun Tony Kong Violet T. Ho 《European Journal of Work and Organizational Psychology》2018,27(2):269-279
Work passion is an important determinant of work performance. While harmonious work passion (HWP) shows its consistent predictive value, obsessive work passion (OWP) appears to have a mixed relationship with work performance. To address this puzzle, we integrate research on OWP and emotional exhaustion with conservation of resources (COR) theory. Specifically, we argue that OWP determines emotional exhaustion, whose relationship with work performance is attenuated by leader-member exchange (LMX). By conducting a field study with a sample of 262 US employees, we found supportive evidence, even when controlling for psychological detachment from work. The findings somewhat reconcile the inconsistent results about OWP and work performance in the literature, shed light on research on work passion, LMX, and emotional exhaustion, and provide implications for managerial practice. 相似文献
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Psychonomic Bulletin & Review - Speech recognition is improved when the acoustic input is accompanied by visual cues provided by a talking face (Erber in Journal of Speech and Hearing Research,... 相似文献
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Gibson Violet Boysen Sarah T. Hobaiter Catherine Davila-Ross Marina 《Animal cognition》2023,26(5):1521-1537
Animal Cognition - Object interactions play an important role in human communication but the extent to which nonhuman primates incorporate objects in their social interactions remains unknown. To... 相似文献
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Few studies have examined the relationship between customer injustice and employees' retaliatory counterproductive behaviors toward customers, and those that have done so have been conducted in a Western setting. We extend these studies by examining the relationship in a Singaporean context where retaliatory behaviors by employees might be culturally constrained. While the previously established positive relationship between customer injustice and counterproductive behaviors was not replicated using peer‐reported data from employees across two hotels in Singapore, we found that individuals' self‐efficacy and perceived social support moderated it. Specifically, the injustice‐to‐counterproductive behaviors relationship was positive for individuals with high self‐efficacy, and for those who perceived high levels of supervisor social support. The findings offer insights into when Singaporean employees and, potentially, employees from other Confucian Asian societies will retaliate against customer injustice, and provide practical implications of how managers can help employees cope with customer injustice. 相似文献
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