Linking Work Events, Affective States, and Attitudes: An Empirical Study of Managers' Emotions

Mignonac, Karim; Herrbach, Olivier

doi:10.1007/s10869-004-0549-3

Cited by 149 publications

(121 citation statements)

References 39 publications

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“…This is an important finding as previous research has shown that positive emotions like pleasure (i.e. delight) are very influential on employee attitudes (Mignonac & Herrbach, 2004).…”

Section: Discussionsupporting

confidence: 51%

The impact of perceived customer delight on the frontline employee

Barnes

Ponder

Hopkins

2015

Journal of Business Research

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“…This is an important finding as previous research has shown that positive emotions like pleasure (i.e. delight) are very influential on employee attitudes (Mignonac & Herrbach, 2004).…”

Section: Discussionsupporting

confidence: 51%

The impact of perceived customer delight on the frontline employee

Barnes

Ponder

Hopkins

2015

Journal of Business Research

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“…that contribute to the formation of work attitudes (Mignonac & Herrbach, 2004;Rupp & Spencer, 2006;Weiss & Cropanzano, 1996). Trust has an affective component (McAllister, 1995), and individuals tend to emotionally invest in trust-based relationships.…”

Section: Hipo Program Participation and Organizational Trustmentioning

confidence: 99%

High potential programs and employee outcomes

Malik

Singh

Chan

2017

CDI

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Organizations implement 'high potential' (HiPo) programs to identify, develop and retain their most talented employees (also known as high potential employees). However, much is still unknown regarding how these programs affect employees, and the link through which employee participation in HiPo programs affects employee outcomes remains a 'black box'. This research aims to open this 'black box' and examines the underlying mechanism through which HiPo program participation impacts employee outcomes.Drawing on social exchange, psychological contract and attribution theories, I conduct two studies to examine the impacts of HiPo program participation on various employee outcomes. In the first study, I hypothesize that employees who are included in HiPo programs (i.e., HiPo employees) will have higher affective commitment, lower turnover intent, and higher levels of organizational trust. Moreover, I hypothesize that organizational trust will mediate the relationships between HiPo program participation and employee outcomes (i.e., affective commitment and turnover intent). A cross sectional survey was used to collect data from one division of a large multinational company (n= 65). The results provided support for all hypotheses.The second study aims to replicate and extend the findings of Study 1. In this study, I examine the process through which HiPo program participation impacts employee outcomes by

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“…Managers are usually expected to manage subordinates' affect/emotions and maintain a ''emotionally healthy'' organization (Ashkanasy and Daus 2002;Toegel et al 2013), the demands of which result in managers' increased work stress and worse psychological well-being (Mignonac and Herrbach 2004;Ten Brummelhuis et al 2014). The findings of the unfavorable cascading effects bring our attention to the importance of preventing the negative spiral from forming at the very beginning, by paying more attention to managers' negative feelings at work and enhancing their emotion regulation abilities.…”

Section: Practical Implicationsmentioning

confidence: 99%

Who Suffers When Supervisors are Unhappy? The Roles of Leader–Member Exchange and Abusive Supervision

Pan

Lin

2016

J Bus Ethics

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Driven by the cognitive-neoassociationistic model of aggression (Berkowitz in Psychol Bull 106:59-73, 1989; Am Psychol 45: 494-503, 1990), this study examines how supervisors' negative affect at work influences their interaction with subordinates (i.e., abusive supervision), which further affects subordinate outcomes (i.e., negative affect at work, job satisfaction, and personal initiative). Drawing upon research on power/resource interdependence and victim precipitation theory, we also test whether the positive relationship between supervisors' negative affect and abusive supervision is moderated by leader-member exchange (LMX). Using one hundred and eighty supervisor-subordinate dyads from five hotels, we found that, (a) supervisors' negative affect at work was positively related to abusive supervision, (b) LMX buffered the positive association between supervisors' negative affect and abusive supervision, and (c) the indirect effects of supervisors' negative affect on subordinate outcomes (higher negative affect at work, lower job satisfaction, and fewer personal initiatives) via abusive supervision was buffered by LMX, such that the indirect effects were only found in dyads with lower LMX, but not in dyads with higher LMX. Theoretical contributions and practical implications for managers and organizations were also discussed.

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Linking Work Events, Affective States, and Attitudes: An Empirical Study of Managers' Emotions

Cited by 149 publications

References 39 publications

The impact of perceived customer delight on the frontline employee

The impact of perceived customer delight on the frontline employee

High potential programs and employee outcomes

Who Suffers When Supervisors are Unhappy? The Roles of Leader–Member Exchange and Abusive Supervision

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