Personal Control in Organizations: A Longitudinal Investigation with Newcomers

By Blake E. Ashforth, A. Saks. 2000

141 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/5e69fa6a58bdacf7b95c018c77f5f098a0795f45

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Ten Difference Score Myths (2001, background): “Likewise, studies of met expectations have directly assessed the degree to which job experiences exceed or fall short of expectations (Ashforth & Saks, 2000).”
When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership (2019, background): “Research has shown that individuals often seek to restore their sense of control and lack of opportunity to voice their ideas by refraining from behaviors that contribute to the organization (Ashforth and Saks 2000; Brehm 1966; Wortman and Brehm 1975).”
The impact of servant leadership and subordinates' organizational tenure on trust in leader and attitudes (2014, background): “When short-tenure subordinates encountered difficulties to meet their expectations, they have greater reaction towards the management practices (Ashforth and Saks, 2000; Helmreich et al., 1986; Wright and Bonett, 2002).”
Self-efficacy intervention, job attitudes, and turnover: A field experiment with employees in role transition (2008, methodology): “Job attitudes and employee adjustment interventions Consistent with previous research (e.g. Ashforth & Saks, 1996; Saks, 1995), we chose to examine the following job attitude variables: job satisfaction, individuals’ positive feelings or attitude toward their overall job; organizational and…”
Feedback environment and well-being at work: The mediating role of personal control and feelings of helplessness (2008, background): “Empirically, helplessness at work has been found to be positively related to work alienation, which is lack of job involvement and organizational identification (Ashforth, 1989), and to be negatively related to work adjustment in newcomers (Ashforth & Saks, 2000).”
The phenomenology of fit: linking the person and environment to the subjective experience of person-environment fit. (2006, methodology): “…difference scores computed from atomistic person and environment measures can be avoided by using molecular measures of perceived P-E discrepancies (Ashforth & Saks, 2000; Greenhaus et al., 1983; Hollenbeck, 1989; Lance et al., 1995; Locke & Latham, 1990; Mallard et al., 1997; Rice et al., 1989;…”
Shaping tasks and relationships at work: Examining the antecedents and consequences of employee job crafting (2007, methodology): “Discretion over work enables an individual to adapt work elements to his or her skills and preferences, and creates a sense of responsibility and ownership in work (Ashforth & Saks, 2000).”
The impact of participative leadership behavior on psychological empowerment and organizational commitment in Chinese state-owned enterprises: the moderating role of organizational tenure (2006, background): “However, it has been well documented that the Bhoneymoon period’’ usually ends within three months to two years (Bauer & Green, 1998; Cropanzano et al., 1993; Mowday et al., 1979; Stumpf & Hartman, 1984) as most newcomers would experience difficulties in fulfilling their expectations after a short p”
Unwrapping the organizational entry process: disentangling multiple antecedents and their pathways to adjustment. (2003, background): “Several authors have demonstrated that newcomers can successfully work to integrate themselves into a new organiza- tional context (e.g., Ashford & Black, 1996; Ashforth & Saks, 2000; Morrison, 1993a; Wanberg & Kammeyer-Mueller, 2000).”