FATIGUED AND DISSATISFIED OR FATIGUED BUT SATISFIED? GOAL ORIENTATIONS AND RESPONSES TO HIGH JOB DEMANDS

By Nico W. Van Yperen, Onne Janssen. 2002

192 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/1ef05b2576ea6d7f16c57139ddc8a045271afae4

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Is Stress Worth it? Stress‐Related Health and Wealth Trade‐Offs for Entrepreneurs (2015, background): “Potential negative effects of stress include illness (Ivancevich & Matteson, 1980), exhaustion and fatigue (Van Yperen & Janssen, 2002), difficulties falling asleep, restless nights, radical changes in appetite, and irritability (Brody, 1981; Brody, Preut, Schommer, & Schurmeyer, 2002).”
You think you are big fish in a small pond? Perceived overqualification, goal orientations, and proactivity at work (2016, background): “Previous studies have revealed that goal orientations are predictors of perceived competence, feedback seeking, and so on (e.g., VandeWalle & Cummings, 1997).”
The bright and dark sides of individual and group innovation:a special issue introduction (2004, background): “As is known from theory and research on social conflict and negotiation, people react strongly to opposing parties and are reluctant to compromise or giving in and prone to force when identity-relevant issues are at stake (e.g., Druckman, Broome, & Korper, 1988; Janssen, Van de Vliert, & Veenstra, 1”
Do high job demands increase intrinsic motivation or fatigue or both? The role of job control and job social support (2003, background): “Increasing job demands obviously produce fatigue and the need to recover (Van Yperen & Janssen, 2002).”
The Impact of Goal Orientation on the Association between Leadership Style and Follower Performance, Creativity and Work Attitudes (2007, background): “They will, therefore, overreact to minor obstacles in their environment (see Van Yperen and Janssen, 2002).”
Employees' goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction (2004, methodology): “These findings signify that mastery and performance orientations interacted in such a way that a strong mastery orientation was needed to buffer the negative effect of a performance orientation on in-role job performance (cf. Van Yperen & Janssen, 2002).”