Search results

Since its publication in 1996, Affective Events Theory (AET) has come to be regarded as the seminal explanation for structure, causes and consequences of affective experiences at work. AET does not, however, elucidate why, how, and when objects and events in the workplace trigger moods and emotions which in turn influence cognitive and behavioral outcomes. Consequently, AET does not yet provide us with a theoretical basis upon which to predict the way in which contextual, cognitive, motivational, or individual factors might moderate the impact of workplace events on affective states and subsequent behavior. In this chapter, we outline the central tenets of AET, and review a model of the processes underlying AET, with a view to understanding individual differences in the manifestation and consequences of affect in the workplace.

Humor is an abundant and valuable, yet unfortunately underutilized, resource in organizations. When effectively wielded, humor has been proposed as a “managerial tool” that can be used to achieve positive organizational outcomes. Using Affective Events Theory and the Broaden and Build Theory of Positive Emotions as a theoretical base, the authors attempt to test this proposition of humor being used as a managerial tool by conceptualizing a link between manager's use of humor and the consequent build up of resilience in employees in the long run.

Purpose — The aim of this chapter is to explain the concepts of honesty and dishonesty in management and provide a general understanding why and how honesty and dishonesty may manifest in different ways.Design/methodology/approach — This conceptual chapter discusses what (dis)honesty is, which factors affect it and which consequences result from it. It is illustrated with several short examples.Findings — (Dis)honesty is a complex concept. It is not always possible to classify a certain act as honest or dishonest: sometimes, it is in the ‘grey area’. Moreover, the understanding what is honest and what is not depends on the cultural context. Thus, the term (dis)honesty may be sometimes more appropriate.Originality/value — The complexity of (dis)honesty in management (encompassing its nature, impact factors and consequences) has received relatively little research attention.

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.

The construct of cultural intelligence has recently been introduced to the management literature as an individual difference that may predict effectiveness and a variety of interpersonal behavior in the global business environment. This construct has enormous potential in helping to explain effectiveness in cross-cultural interactions. However, progress has been limited by the adequacy of existing measures. In this chapter, we describe the development and preliminary validation of a web-based assessment of cultural intelligence based on our conceptualization of cultural intelligence.

Any scheme whereby the treasures of a public reference library are made more widely known is sure of the sympathetic consideration of all serious librarians, for it is a lamentable fact that reference libraries generally, and especially those in the provinces, are very sparingly appreciated. Their primary function is largely defeated by the ignorance of those most likely to be benefited. When there is displayed any considerable use of the facilities for research and study, analysis will often show it to be a mere prostitution by competition‐mongers and acrostic‐solvers; the genuine student is seldom much in evidence.

The purpose of this study is to contribute to the understanding of how personality traits and leadership styles impact employee engagement.

A field study involving a total of 100 participants was conducted to investigate the relationship between honesty–humility, authentic leadership and employee engagement. Hypotheses were tested using correlation and regression analyses.

The results show that honesty–humility impacts employee engagement and that authentic leadership functions as a substitute for honesty–humility.

Further studies are necessary to examine how honesty–humility interacts with other leadership styles. Further studies can also expand the understanding of this relationship across different cultures.

Employees bring engagement to work through their individual traits but organizations can help create an environment that fosters engagement through positive leadership behavior such as authentic leadership.

This study extends the understanding of the role of individual differences beyond the established Big Five model, by adding the honesty–humility dimension. In addition, the authors examine the moderating effects of authentic leadership on the relationship between honesty–humility and engagement.

The purpose of this paper is to examine the extent to which a destination's security level affects the relationship between personality traits and individuals' expatriation willingness.

The authors apply an experimental vignette methodology using a 2 × 1 between subjects-design with two destinations characterized by different security levels (dangerous vs. safe) among 278 participants (students and employees). Partial least squares multigroup analysis (PLS-MGA) was employed to test the hypotheses.

The findings indicate that different personality variables appear to impact individuals' expatriation willingness depending on the security level of a destination: emotionality and conscientiousness predicted expatriation willingness to dangerous environments, whereas openness to experience predicted expatriation willingness to safe environments. The personality traits of honesty–humility, extraversion and agreeableness were not found to influence expatriation willingness in either scenario.

The study discusses a set of practical recommendations for the selection and the management of eligible individuals who are willing to expatriate to dangerous locations.

The study is among the first to examine the influence of personality on expatriation willingness in safe and dangerous environments at the same time. It advances prior research by providing a more nuanced understanding of the context-specific effects of personality on expatriation willingness.

Purpose – Past literature suggests that the performance and turnover of the subordinate are affected by the support, abuse, and feedback provided by the supervisor. In this study, we posit that support, abuse, and feedback in an accounting firm, are in turn, affected by the supervisor's personality, as defined by the Big Five personality factors.

Methodology/approach – We conducted a web-based study with 115 accountants from a top 100 US accounting firm. The accountants completed questionnaires related to the personality of their supervisors along with questionnaires related to the support, abuse, and feedback they received from their supervisors. We analyzed the data using factor analysis and multiple regression.

Findings – We hypothesize that Openness and Agreeableness increase support; Neuroticism increases abuse, but less so if the supervisor is an Extravert; and Extraversion and Conscientiousness increase feedback. Among the hypothesized relationships, all are supported except the relationship between Openness and support. Additional findings are that Extraversion and Conscientiousness increase support; Agreeableness and Conscientiousness decrease abuse; and Agreeableness increases feedback.

Research implications – Our study contributes to the literature by demonstrating the relationship between the personality traits of supervisors and their behavior toward subordinates in an accounting setting. The results of our study can be used in identifying the supervisors who have the right personality for the position, which will likely improve the work environment and reduce turnover.

We theorize the critical role of angel investors' affective experiences and first impressions in the context of entrepreneurial finance. We develop a model and propositions to illustrate why angel investors make the decision to continue screening, thus explaining why certain investment proposals make it, while others do not.

Drawing on affective events theory and the literature on affective experiences, we theorize how the perceptions of pitches that trigger positive or/and negative physiological arousal, short-lived emotions, and associated thoughts are different, thus allowing us to build new theory of how these different experiences can influence the outcome of the evaluation process in the initial screening stage.

Our model suggests that the initial evaluation unfolds in five stages: perception of an entrepreneurial pitch, physiological arousal, emotions, first impression, and a decision to continue screening. When different manifestations of physiological arousal and subsequent emotions set the tone of first impressions, they can be either a positive, negative, or mixed experience. While positive and mixed first impression can lead to selection, negative first impression can lead to rejection.

We illustrate what is of value for angel investors when they look for new investments, and why certain entrepreneurial pitches lead to the decision to continue screening, while others do not. We propose that what angel investors feel is particularly important in situations where they are not yet making the ultimate decision to invest money but are involved in decisions about whether to continue to spend time to investigate the investment proposal.