Forced Rating Systems from Employee and Supervisor Perspectives

Supervisor Behavior and Employee Presenteeism

Presenteeism happens when employees are at work, but their cognitive energy is not devoted to their work. This study investigated the extent to which supervisor behavior is associated with employee presenteeism. It also investigated the efficacy of a measure of job-stress-related presenteeism. Australian employees completed a questionnaire asking how often they experience job-stress-related pre...

Rater Reactions to Forced Distribution Rating Systems

Role of commitment to the supervisor, leader-member exchange, and supervisor-based self-esteem in employee-supervisor conflicts.

Using survey data from 240 employees working in a variety of organizations, the authors examined the relations among commitment to the supervisor, leader-member exchange, supervisor-based self-esteem (SBSE), and relationship and substantive supervisor-subordinate conflicts. They found affective commitment was negatively related to both types of conflicts; perceived lack of alternatives commitme...

Employee Modesty and Supervisor Evaluations Trick or Trait? The Combined Effects of Employee Impression Management Modesty and Trait Modesty on Supervisor Evaluations

Prior research on the benefits of modest self-presentation in organizational contexts has shown positive effects on several career-related outcomes, including employees’ reputation, organizational support, and mentoring. However, little is known about the nature, mechanisms, and boundary conditions of this promising impression management tactic. Our study addresses this research gap by integrat...

Managerial perspectives on employee engagement

Background Senior management and leadership are believed to be responsible for the employment of such initiatives and their own level of engagement appears to have a strong impact on the levels of employees’ engagement, theory suggests. This qualitative research explores the perceived levels, drivers and benefits, as well as the levels of managerial engagement at Organisation A, a leading suppo...