Results 211 to 220 of about 45,559 (253)
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The cynical subordinate: exploring organizational cynicism, LMX, and loyalty

Personnel Review, 2020
PurposeAdopting a social exchange framework, this article examines the relationship between organizational cynicism and leader–member exchange (LMX) using two different methodologies.Design/methodology/approachStudy 1 utilizes a longitudinal panel design (N = 291) to examine the reciprocal relationships between organizational cynicism and LMX over time.
Kristyn A. Scott, David Zweig
exaly   +2 more sources

What makes employees cynical in public organizations? Antecedents of organizational cynicism

Social Behavior and Personality, 2019
Organizational cynicism is associated with undesirable outcomes such as reduced organizational performance. In this study we examined factors leading to organizational cynicism in a public organization undergoing market-oriented reforms. Participants were 275 employees at Korea Post, Korea.
Grimm Noh
exaly   +2 more sources

Understanding and managing cynicism about organizational change

Academy of Management Perspectives, 1997
Executive Overview Change is all about us, but many of its targets remain cynical about its impact and importance. Cynicism about organizational change often combines pessimism about the likelihood of successful change with blame of those responsible for change as incompetent, lazy, or both.
Arnon E. Reichers   +2 more
exaly   +2 more sources

Organizational cynicism in policing

Policing: An International Journal of Police Strategies & Management, 2017
Purpose The purpose of this paper is to examine organizational cynicism (OC) among new police officers. Specifically, this paper investigates what factors are predictive of baseline levels of OC among police recruits and the growth of cynicism over time in these young officers. Design/methodology/approach The data for this study are drawn from Phase
Georgina Enciso   +2 more
openaire   +1 more source

Cynicism about Organizational Change

Group & Organization Management, 2000
A new construct called Cynicism About Organizational Change (CAOC) was proposed and distinguished from related concepts. The measure of CAOC was supported by confirmatory factor analysis and has acceptable internal consistency reliability. Potential antecedents (measured 21 months before the measurement of CAOC) were examined. Little support was found
John P. Wanous   +2 more
openaire   +1 more source

ORGANIZATIONAL CYNICISM: AN INITIAL STUDY.

Academy of Management Proceedings, 1994
Organizational cynicism is proposed as an attitude that results from repeated exposure to mismanage change efforts.
John P. Wanous   +2 more
openaire   +1 more source

The nexus among perceived organizational support, organizational justice and cynicism

International Journal of Organizational Analysis, 2021
Purpose A traditional view of an ideal workplace is an organization with a justice climate and a supportive atmosphere. Over the past years, justice and support practices in the workplace have received significant scholarly, practical and even political attention.
Sen, Cem   +2 more
openaire   +2 more sources

Cynical about Change? A Meta-Analysis of Organizational Cynicism Correlates

Academy of Management Proceedings, 2014
Cynicism about organizational change is often considered an important factor that influences employee acceptance of change initiatives.
Tomas Thundiyil   +3 more
openaire   +1 more source

Burnout, Organizational Cynicism, and Alienation

2019
Focussing on the negative aspect of work life, this chapter deliberates on burnout, organizational cynicism, and alienation. In past research, organizational productivity has been shown to be causally linked to employee appraisal, experience of the workplace, and employee affect and attitude.
Neharika Vohra, Nisha Nair, Rahul Sheel
openaire   +1 more source

Cynicism about Organizational Change: An Attribution Process Perspective

Psychological Reports, 2004
The underlying attribution process for cynicism about organizational change is examined with six samples from four different organizations. The samples include hourly ( n = 777) and salaried employees ( n = 155) from a manufacturing plant, faculty ( n = 293) and staff ( n = 302) from a large university, managers from a utility company ( n = 97), and ...
John P, Wanous   +2 more
openaire   +2 more sources

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