Browse by title

You are looking at 1-10 of 387 items :

  • Organisational Behaviour x
  • All accessible content x
Clear All
This content is available to you

Ronald J. Burke

This chapter sets the stage for the rest of the collection. Adults spend over one-third of their waking hours at work. Work can enhance or diminish well-being. Well-being is an umbrella concept including happiness, satisfaction, positive affect and flourishing among others. Stress at work is a major factor influencing well-being. Workplace stress exerts a high financial cost to societies, thus well-being is important for both individuals and organizations. Sources of stress that have received research attention include long work hours, autocratic leadership, bias and discrimination, sexual harassment, low levels of job security, and unsafe work environments. The goal for organizations then is to create more psychologically healthy and positive workplaces. Factors associated with such workplaces include types of leadership (transformational, servant), levels of job security, reasonable workloads, opportunities to increase person–job fit, training and development opportunities, high levels of job civility and fairness, investments in developing human capital in all employees, and fun at work. Organizational case studies of psychologically healthy workplaces are offered.

This content is available to you

Patrizia Hoyer, Chris Steyaert and Julia C. Nentwich

This content is available to you

Gunjan Saxena

Chapter 1 sets the scene for Marketing Rural Tourism: Experience and Enterprise. The emphasis is on placing individual narratives within collective stories with a view to illustrating the ingenuity and sociality of actors involved in selling and performing rurality. The focus is on how rurality is experienced dialectically as a resonance between past life stories (through shared memory) and present life stories that hint at the creative tactics employed by actors in (re)working the place to generate custom and fuel tourists’ imagination.
This content is available to you

  • Research Handbooks in Business and Management series

Edited by John P. Meyer

This content is available to you

  • Research Handbooks in Business and Management series

Edited by John P. Meyer

This content is available to you

  • Research Handbooks in Business and Management series

Edited by John P. Meyer

This content is available to you

  • Research Handbooks in Business and Management series

Edited by John P. Meyer

This content is available to you

  • Research Handbooks in Business and Management series

Edited by John P. Meyer

This content is available to you

  • Research Handbooks in Business and Management series

John P. Meyer

This chapter introduces the concept of commitment in general, and employee commitment more specifically, and explains why they are important. It then provides an overview of the topics covered within the Handbook of Employee Commitment, including: differing approaches to the conceptualization of commitment as a construct; theory and research pertaining to related constructs (for example, embeddedness, engagement, identification); the various foci other than the organization to which employees can commit (for example, occupation, union, supervisor, goals); the consequences of commitment (for example, turnover, performance, well-being); the drivers of commitment (for example, human resource management practices, leadership, support, justice); commitment in other cultures (China, Europe, India, Latin America, Middle East); and recent developments in methodology and analysis that can be used to advance our understanding of the nature, development and consequences of employee commitment.
This content is available to you

  • Research Handbooks in Business and Management series

Edited by John P. Meyer