Emotional exhaustion and job performance: The moderating roles of distributive justice and positive affect
By Onne Janssen, Catherine K. Lam, Xu Huang. 2010
238 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/99990eaad65b6ac64b25798abdc9a140c2470617
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
- Jean-Pierre Neveu
- M. Westman
- Stevan E. Hobfoll
- Jonathon R. B. Halbesleben
- Michael S. Cole
- Frank Walter
- Daniel T. Holt
- Jeremy B. Bernerth
In Social Psychology
- Arnold B. Bakker
- Jean-Pierre Neveu
- Jonathon R. B. Halbesleben
- M. Westman
- Wilmar B. Schaufeli
- Evangelia Demerouti
- Michael S. Cole
- Stevan E. Hobfoll
In Sociology and Political Science
- Jean-Pierre Neveu
- Stevan E. Hobfoll
- M. Westman
- Jonathon R. B. Halbesleben
- Simon C. H. Chan
- Daniel T. Holt
- Michael S. Cole
- Frank Walter
Citations in the corpus
- Organizational Justice and Individuals' Withdrawal: Unlocking the Influence of Emotional Exhaustion (2010, background): “Thus, it might be possible to counteract the unfavourable consequences associated with a lack of justice (e.g. as transmitted by emotional exhaustion) by emphasizing other workplace aspects that may contribute to individuals’ positive emotionality (see, e.g. Janssen et al., 2009).”
- Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences (2018, background): “…as supervisor support with regard to the work-family interface (Au & Ahmed 2016, Malaysia; Siu et al. 2015, China), of organizational justice ( Janssen et al. 2010, China/Hong Kong; Sun & Pan 2008, China), as well as of training and development (Kalshoven & Boon 2012, Netherlands; Sun & Pan…”
- Paternalistic leadership and employee voice: Does information sharing matter? (2014, background): “The level of analysis is the individual, examining the interactive effects of PL behaviors and information sharing on employee voice, while controlling for the same leader effect (Janssen et al., 2010).”