ISSN 1930-0158
Vol. 24, Issue 1, 2024March 30, 2024 EDT
Authentic Employee Engagement: How Emotions Support Engagement
Authentic Employee Engagement: How Emotions Support Engagement
Articles in Vol. 24, Issue 1, 2024
Vol. 24, Issue 1, 2024
- Letter from the Editor, Vol. 24, Issue 1Paul H. Jacques
- Assessing the Role of Generational Conflict in the Performance Appraisal ProcessCarol LockerJennifer Teague
- Developing Racially Ambiguous Job Candidate Avatars with Strong versus Ambiguous Job Candidate Backgrounds in Preparation for a Field Experiment for Enhancing Inclusive Hiring and Reducing Implicit BiasAlexa TrifiloGary Blau
- Authentic Employee Engagement: How Emotions Support EngagementMary PisnarMichelle Foust
- Testing the Relationship of Career Enhancing Behaviors to Perceived Utility of Ethical and Cross-Cultural Competencies Across Two Independent Samples of MBA AlumniGary BlauTL HillDavid NashNicole Naumoff
- A Theory of Minority EntrepreneurshipRobert F. Mulligan
- Preparing Managers for Entrepreneur’s ExitLeon FaifmanThomas PittzKathryn WeaverAshley Salaiz
- You Want Me to Do What in This Job? An Experiential Exercise in Understanding the Usefulness of Realistic Job Previews for Recruitment and RetentionKenneth M. YorkT.J. Wharton
Pisnar, Mary, and Michelle Foust. 2024. “Authentic Employee Engagement: How Emotions Support Engagement.” Journal of Behavioral and Applied Management 24 (1): 26–34. https://doi.org/10.21818/001c.115892.