Article contents
Is Behavioral Engagement a Distinct and Useful Construct?
Published online by Cambridge University Press: 07 January 2015
Abstract
An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
- Type
- Commentaries
- Information
- Copyright
- Copyright © Society for Industrial and Organizational Psychology 2008
Footnotes
*
Institute of Work Psychology, University of Sheffield
**
School of Psychology, University of Queensland
References
Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In Schmitt, N., Borman, W. C., & Associates (Eds.), Personnel selection in organizations (pp. 71–98). San Francisco: Jossey-Bass.Google Scholar
Crant, J. M. (2000). Proactive behavior in organizations. Journal of Management, 26, 435–462.10.1177/014920630002600304Google Scholar
Frese, M., & Fay, D. (2001). Personal initiative: An active performance concept for work in the 21st century. Research in Organizational Behavior, 23, 133–187.10.1016/S0191-3085(01)23005-6Google Scholar
Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Academy of Management Journal, 50, 327–347.10.5465/amj.2007.24634438Google Scholar
Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology: Perspectives on Science and Practice. 1, 3–30.10.1111/j.1754-9434.2007.0002.xGoogle Scholar
Morrison, E. W., & Phelps, C. C. (1999). Taking charge at work: Extra-role efforts to initiate workplace change. Academy of Management Journal, 42, 403–419.Google Scholar
Pulakos, E. D., Arad, S., Donovan, M. A., & Plamondon, K. E. (2000). Adaptability in the workplace: Development of a taxonomy of adaptive performance. Journal of Applied Psychology, 85, 612–624.10.1037/0021-9010.85.4.612Google Scholar
Rotundo, M., & Sackett, P. R. (2002). The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: A policy-capturing approach. Journal of Applied Psychology, 87, 66–80.10.1037/0021-9010.87.1.66Google Scholar
- 26
- Cited by