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1

Personal relationships: The effect on employee attitudes, behavior, and well-being. New York: Routledge Academic, 2012.

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2

Patterson, Malcolm G. Organizational climate and company productivity: The role of employee affect and employee level. London: Centre for Economic Performance, London School of Economics and Political Science, 2004.

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3

Earle, John S. Ownership transformation, economic behavior, and political attitudes in Russia. Glasgow: Centre for the Study of Public Policy, University of Strathclyde, 1996.

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4

Poole, Michael. Two decades of management: A survey of the attitudes and behaviour of managers over a 20 year period. London: Institute of Management, 2001.

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5

Geoff, Matthews, ed. Engaged: Unleashing your organization's potential through employee engagement. San Francisco, CA: Jossey-Bass, 2012.

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6

Earle, John S. Causes and consequences of privatization: Behaviour and attitudes of Russian workers. Glasgow: Centre for the Study of Public Policy, University of Strathclyde, 1996.

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7

The employee engagement mindset: The six drivers for tapping into the hidden potential of everyone in your company. New York: McGraw-Hill, 2012.

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8

Fen wei ying zao: Zu zhi qi feng jiang she fang an. Guangzhou Shi: Guangdong jing ji chu ban she, 2003.

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9

Rajiv, Kumar. Organizational citizenship peformance in non-governmental organizations: Development of a scale. Ahmedabad: Indian Institute of Management, 2005.

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10

B, Freeman Richard. Monitoring colleagues at work: Profit sharing, employee ownership, broad-based stock options and workplace performance in the United States. London: Centre for Economic Performance, London School of Economics and Political Science, 2004.

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11

Oren, Ditza L. Preventing dishonest behavior in the electronics industry: Confidential report based on personal interviews with 79 executives and managers from 65 Silicon Valley and Bay Area electronics companies. [United States: D.L. Oren, 1985.

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12

Halyt︠s︡ʹkyĭ, V. M. Povedinkovi stratehiï na rynku prat︠s︡i Ukraïny: Monohrafii︠a︡. Kiev: Pt︠s︡ Foliant, 2005.

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13

Paul, Blyton, ed. The realities of work. Basingstoke, Hampshire: Macmillan Business, 1997.

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14

Paul, Blyton, ed. The realities of work. 2nd ed. Houndmills, Basingstoke, Hampshire: Palgrave, 2002.

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15

Paul, Blyton, ed. The realities of work: Experiencing work and employment in contemporary society. 3rd ed. Houndmills, Basingstoke, Hampshire: Palgrave, 2007.

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16

Barrie, Gunter, ed. Corporate assessment: Auditing a company's personality. London: Routledge, 1993.

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17

Huhtala, Hannele M. J. The emancipated worker?: A Foucauldian study of power, subjectivity, and organising in the information age. [Helsinki?]: Finnish Society of Sciences and Letters, 2004.

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18

L, Cooper Cary, ed. The fulfilling workplace: The organization's role in achieving individual and organizational health. Burlington, VT: Gower, 2012.

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19

Kim, Han-gyŏng. Sanŏpchʻe kajok kyehoek mit sŏng kyoyuk pʻŭrogŭraem hyokwa mit chŏllyak kaebal yŏnʼgu =: The study on Korean family planning and sex education programmes' impact on enterprises and future programme strategies. Sŏul-si: Taehan Kajok Kyehoek Hyŏphoe, 1991.

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20

Cornyn-Selby, Alyce. Teamwork & team sabotage: New look at the team concept. Portland, Or: Beynch Press Pub., 1989.

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21

What motivates me: Put your passions to work. Kamas, UT: The Culture Works Press, 2014.

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22

Your future looks bright. New York: Pearson/Prentice Hall Business, 2004.

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23

Safety culture in nuclear power operations. London: Taylor & Francis, 2001.

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24

Lincoln, James R. Culture, control, and commitment: A study of work organization and work attitudes in the United States and Japan. Cambridge [England]: Cambridge University Press, 1990.

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25

Brislin, Richard W. The undreaded job: Learning to thrive in a less-than-perfect workplace. Santa Barbara, Calif: Praeger, 2010.

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26

Brislin, Richard W. The undreaded job: Learning to thrive in a less-than-perfect workplace. Santa Barbara, Calif: Praeger, 2010.

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27

Radical trust: How today's great leaders convert people to partners. Hoboken, N.J: John Wiley & Sons, 2007.

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28

Ursiny, Timothy E. The Top Performer's Guide to Change. Naperville: Sourcebooks, Inc., 2008.

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29

Ursiny, Timothy E. The top performer's guide to change: Essential skills that put you on top. Naperville, Ill: Sourcebooks, Inc., 2007.

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30

Trudel, Gilles. Étude sur les réactions du personnel face à la sexualité des personnes présentant une déficience intellectuelle ou un trouble psychiatrique séjournant en institution, et sur les besoins des bénéficiaires en matière de sexualité: Rapport de recherche présenté au Conseil québécois de la recherche sociale. [Montréal]: G. Trudel, 2000.

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31

Thompson, Paul, 1951 Jan. 1-, ed. Organizational misbehaviour. London: Sage Publications, 1999.

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32

Salih, Kusluvan, ed. Managing employee attitudes and behaviors in the tourism and hospitality industry. New York: Nova Science Publishers, 2003.

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33

An examination of the impact of a four-week safety belt awareness and incentive program on seat belt behaviors, attitudes, and knowledge: Within a blue-collar corporation. 1986.

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34

An examination of the impact of a four-week safety belt awareness and incentive program on seat-belt behaviors, attitudes, and knowledge within a blue-collar corporation. 1988.

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35

An examination of the impact of a four-week safety belt awareness and incentive program on seat belt behaviors, attitudes, and knowledge within a blue-collar corporation. 1988.

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36

An examination of the impact of a four-week safety belt awareness and incentive program on seat belt behaviors, attitudes, and knowledge: Within a blue-collar corporation. 1988.

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37

Kaarsemaker, Eric, Andrew Pendleton, and Erik Poutsma. Employee Share Ownership. Edited by Adrian Wilkinson, Paul J. Gollan, Mick Marchington, and David Lewin. Oxford University Press, 2010. http://dx.doi.org/10.1093/oxfordhb/9780199207268.003.0013.

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Employee share ownership involves employees acquiring shares in their employer so that they become shareholders. It takes a variety of forms, some of which may have greater significance and effects than others. The extent to which employees possess profit sharing, information, and participation rights varies considerably. This variety means that generalizations about employee share ownership have to be made with caution, as becomes evident in this article. The article provides more details of the various types of employee share ownership plans, before providing information on the incidence of employee share ownership. It examines the factors associated with the use of employee share ownership plans by companies (‘determinants’). The article also reviews the extensive literature on the effects of employee share ownership on attitudes, behaviour, and performance.
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38

Kanter, Joel P. Employer attitudes and hiring behaviors toward workers with mental retardation. 1987.

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39

Allen, Tammy D., and Lillian Turner De Tormes Eby. Personal Relationships: The Effect on Employee Attitudes, Behavior, and Well-Being. Taylor & Francis Group, 2018.

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40

Leisink, Peter, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele, eds. Managing for Public Service Performance. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780192893420.001.0001.

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How does management make a meaningful contribution to public service performance? This is the overall question of this volume. The sixteen chapters aim to clarify conceptual issues; critically reflect on assumptions underlying public management and public service performance understandings; theoretically explain direct and indirect relationships between management and performance; and outline a research agenda based on a review of the extant literature. In order to achieve these aims, this volume takes a multidisciplinary, critical, rigorous, and context-sensitive approach. The disciplines of public management, leadership, human resource management, and work and organization psychology are combined because they focus differently on aspects of management, public service performance, employee outcomes, and linking mechanisms such as employees’ attitudes and behaviors. Multidisciplinarity is illustrated by the variety of management aspects examined: different types of leadership behaviors, people management, performance management, human resource management systems, diversity management, and change management. Stakeholders often emphasize different public values that influence what they hold desirable in public service provision. The authors critically reflect on which stakeholder interests are included and excluded in empirical studies. The institutional perspective informs critical reflection on public sector context factors that affect the management–performance relationship in democratic societies. By paying attention to distinctive features of the public sector context, the volume contributes to both knowledge growth and the improvement of public services in practice.
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41

Can a work organization have an attitude problem?: The impact of workplaces on employee attitudes and economic outcomes. London: Centre for Economic Performance, London School of Economics and Political Science, 2004.

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42

J, Kay Patricia. The non-economic impacts of pay equity adjustments: Employee attitudes and behaviours. 1999.

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43

Attitudes, subjective norms, perceived behavioral control, intentions, and behavior toward providing special recreation. 1991.

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44

Attitudes, subjective norms, perceived behavioral control, intentions, and behavior toward providing special recreation. 1991.

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45

Attitudes, subjective norms, perceived behavioral control, intentions, and behavior toward providing special recreation. 1990.

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46

Vesga R., Juan Javier, Rafael Chiuzi, Roberto O. Díaz-Juarbe, Sônia Maria Guedes Gondim, Mino Correia Rios, Mónica García-Rubiano, Carlos Forero-Aponte, et al. La vigencia del contrato psicológico: Aproximaciones teóricas y empíricas desde las Américas. Edited by Carlos-María Alcover. Editorial Universidad Católica de Colombia, 2020. http://dx.doi.org/10.14718/9789585133617.2020.

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The continuous changes that characterize the world of work and labor relations today change in various ways the perceptions, expectations and beliefs of workers and employers regarding the content and fulfillment of their commercial relations. Thus, these perceptions, expectations and beliefs configure psychological contracts which define the framework of the interactions between individuals and organizational agents and influence their attitudes, behaviors and decisions as well. That’s why the psychological contract constitutes a fundamental element for understanding the psychosocial processes involved in labor relations. This book aims to offer an overview of the diversity that characterizes the conceptual reflection and research on the psychological contract carried out from various countries in the Americas. Researchers from Colombia, Puerto Rico, Mexico, Brazil, Canada and Spain present a set of theoretical and empirical works that seek to deepen the understanding of employee-organization relations in the multiple labor contexts of their countries. Summarizing, this book offers for the first time a broad, though not exhaustive, overview of psychological contract research in a selection of Spanish, English, and Portuguese-speaking American countries in the south, center, and north of the continent, also represents a valuable contribution to research in organizational and work psychology in those contexts.
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47

Brown, Andrew, Christopher T. Flinton, Josh Gibson, Brian Grant, Barrie Greiff, Duane Hagen, Stephen Heidel, et al. The Culture of Risk, Diminished Loyalty, and the Dangerous Insider. Edited by Andrew Brown, Christopher T. Flinton, Josh Gibson, Brian Grant, Barrie Greiff, Duane Hagen, Stephen Heidel, et al. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780190697068.003.0006.

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While technology, globalization, and litigation have brought remarkable changes, many good, there are negative consequences as well. Changes in the psychological contract driven by these three forces have created a climate of organizational risk and security vulnerability. This is particularly the case in the world of information technology, in which “knowledge entrepreneurs” prioritize their own security and career over loyalty to the company. Globalization challenges the closeness necessary to build loyalty. Feelings go underground and managers may be unaware of the estranged and resentful employee on the path to committing fraud or sabotage. Because of sensitivity to litigation, employees’ behavior may not be observed or documented. If management is not alert and responsive to the changes taking place in the culture, the work environment may slowly evolve into one that supports behavior and attitudes that are both damaging to the employees and dangerous for the organization.
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48

Working it Out at Work : Understanding attitudes and building relationships. Sherwood Publishing, 1994.

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49

Sweaney, Patricia Gibbons. Sexual harassment: Women's attitudes and their effect on response behaviors. 1997.

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50

Under the hood: The stunning power hidden inside your employee culture. Portfolio/Penguin, 2015.

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