Are situational contingencies limiting job attitude-job performance relationships?

Jeanne Brett Herman*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

31 Scopus citations

Abstract

A model for job attitudes and job performance is proposed which hypothesizes that relationships occur in situations where job behaviors are primarily worker controlled. The empirical literature on job attitudes and absences, turnover, grievances, and objective performance is reviewed from the perspective of the model. Data collected in two union representation elections are presented as a test of the proposition that when an employee is free of situational constraints in choosing among behavioral alternatives, his attitudes predict his performance.

Original languageEnglish (US)
Pages (from-to)208-224
Number of pages17
JournalOrganizational Behavior and Human Performance
Volume10
Issue number2
DOIs
StatePublished - Oct 1973

ASJC Scopus subject areas

  • Medicine(all)

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