Managing to Stay in the Dark: Managerial Self-Efficacy, Ego Defensiveness, and the Aversion to Employee Voice

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Speaking Up When Water Is Murky: An Uncertainty-Based Model Linking Perceived Organizational Politics to Employee Voice (2018, background): “First, researchers have long believed that the primary reason for employee voice or silence is the extent to which leaders are seen as open or interested in input from employees (Detert & Burris, 2007; Fast et al., 2014; Morrison & Milliken, 2000).”
Staying and performing: How human resource management practices increase job embeddedness and performance (2016, background): “…of employees over their working lives and which have the power to influence both employee well-being and performance, should not be neglected when implementing high performance approaches to HRM (Blumberg and Pringle, 1982; Fast et al., 2014; Jackson et al., 2014; Nielsen and Randall, 2012).”
The role of climate: implications for service employee engagement and customer service performance (2017, methodology): “We measured job satisfaction with a 3-item scale taken from Fast et al. (2014).”
Echoes of our upbringing: How growing up wealthy or poor relates to narcissism, leader behavior, and leader effectiveness (2016, methodology): “Followers rated their leaders using four items (a 5 .95) adapted from the General Self-Efficacy Scale (Chen, Gully, & Eden,2001) andused inpriorwork toassessmanagerial effectiveness (Fast et al., 2014).”