ISSN 1930-0158
Vol. 10, Issue 3, 2009May 01, 2009 EDT
The Engagement Process: Examining the Evidence from Diverse Perspectives
The Engagement Process: Examining the Evidence from Diverse Perspectives
Articles in Vol. 10, Issue 3, 2009
Vol. 10, Issue 3, 2009
- From the Editor - May 2009Ernie Stark
- Surface-Level Actual Similarity Vs. Deep-Level Perceived Similarity: Predicting Leader-Member Exchange AgreementK. Michele KacmarKenneth J. HarrisDawn S. CarlsonSuzanne Zivnuska
- The Impact of Human Resource Development on Organisational Performance: Test of a Causal ModelAnastasia A. Katou
- South American Perspectives on Sexual Harassment: The Standpoint in Argentina, Brazil, and ChileRebecca S. Merkin
- What it Means When Your Work is Admired by Others: Observations of Employees of Professional Sport OrganizationsSamuel Y. ToddKenneth J. Harris
- The Engagement Process: Examining the Evidence from Diverse PerspectivesLeslie K. HaugenAnne S. Davis
- Leader Levity: The Effects of a Leader’s Humor Delivery on Followers’ Positive Emotions and Creative PerformanceLarry W. Hughes
- The Implications of the Cultural Values of Individualism and Collectivism in the Formation of the Psychological Contract and Employee CommitmentJeffrey N. Street
Haugen, Leslie K., and Anne S. Davis. 2009. “The Engagement Process: Examining the Evidence from Diverse Perspectives.” Journal of Behavioral and Applied Management 10 (3): 396–414. https://doi.org/10.21818/001c.17267.