All Stories

  1. Social and economic exchange relationships and performance contingency: differential effects of variable pay and base pay
  2. Organizational tenure and mastery-avoidance goals: the moderating role of psychological empowerment
  3. Knowledge donating and knowledge collecting
  4. Performance Management: Perceiving Goals as Invariable and Implications for Perceived Job Autonomy and Work Performance
  5. Once bitten, twice shy? Past breach and present exchange relationships
  6. If and when social and economic leader-member exchange relationships predict follower work effort
  7. I get by with a little help from my supervisor: Creative-idea generation, idea implementation, and perceived supervisor support
  8. Self-Determination Theory and Workplace Training and Development
  9. Antecedents and Employee Outcomes of Line Managers' Perceptions of Enabling HR Practices
  10. Empowering leadership, employee goal orientations and work performance
  11. Perceived Constructiveness and Timing of Supervisor Performance Feedback and Work Performance
  12. Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support
  13. What Goes Around Comes Around: Knowledge Hiding, Perceived Motivational Climate, and Creativity
  14. Happy together, or not? Balanced perceived investment in standard and nonstandard employees
  15. Perceived Investment in Temporary Employee Development Measure
  16. "Perceived Training Intensity, Job Autonomy and Supervisor Support as Predictors of Knowledge Sharing"
  17. The Combined Roles of Mastery and Performance Climates in Implementing Creative Ideas
  18. Economic and social leader–member exchange relationships and follower performance
  19. Perceived supervisor support climate, perceived investment in employee development climate, and business-unit performance
  20. Perceived training intensity and knowledge sharing: Sharing for intrinsic and prosocial reasons
  21. Intrinsic and extrinsic motivation as predictors of work effort: The moderating role of achievement goals
  22. When Do Social and Economic LMX Relationships Predict Follower Performance?
  23. Economic and Social Leader–Member Exchange Measure
  24. Intrinsic motivation as a moderator on the relationship between perceived job autonomy and work performance
  25. Does best practice HRM only work for intrinsically motivated employees?
  26. Trainee programme reactions and work performance: the moderating role of intrinsic motivation
  27. Exploring the relative and combined influence of mastery‐approach goals and work intrinsic motivation on employee turnover intention
  28. Dual support in contract workers' triangular employment relationships
  29. Permanent employee investment and social exchange and psychological cooperative climate among temporary employees
  30. Exploring alternative relationships between perceived investment in employee development, perceived supervisor support and employee outcomes
  31. Employment Relationships Scale
  32. Perceived Investment in Permanent Employee Development and Social and Economic Exchange Perceptions Among Temporary Employees
  33. Organizational rationality and project management
  34. Perceived investment in employee development, intrinsic motivation and work performance
  35. The relationship between trainees’ evaluation of teaching and trainee performance among Norwegian executive students
  36. The relationship between perceived training opportunities, work motivation and employee outcomes
  37. THE RELATIONSHIP BETWEEN PERCEIVED TRAINING OPPORTUNITIES, WORK MOTIVATION AND EMPLOYEE OUTCOMES.
  38. INVESTMENT IN PERMANENT EMPLOYEES AND EXCHANGE PERCEPTIONS AMONG TEMPORARY EMPLOYEES.