Michael D. Robinson, Michelle R. Persich, C. Stawicki, Sukumarakurup Krishnakumar
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引用次数: 18
Abstract
ABSTRACT Employees are thought to engage in deviant workplace behaviors (e.g., sabotage, theft) when they are stressed, frustrated, or angry. Given the emotional nature of these actions, individual differences in work-related emotional intelligence (W-EI) should, potentially, be consequential. Three studies (ns = 91, 198, & 147) examined this possibility by assessing variations in emotion perception and management skills with an ability measure specifically designed for the workplace context. Employees who received higher W-EI scores were less prone to both interpersonal deviance and organizational deviance and these relationships displayed discriminant validity as well as meaningful interactive effects with organizational stressors. The investigation extends our understanding of workplace deviance in a way that highlights an important role for work-related variations in emotional intelligence.
期刊介绍：
Human Performance publishes research investigating the nature and role of performance in the workplace and in organizational settings and offers a rich variety of information going beyond the study of traditional job behavior. Dedicated to presenting original research, theory, and measurement methods, the journal investigates individual, team, and firm level performance factors that influence work and organizational effectiveness. Human Performance is a respected forum for behavioral scientists interested in variables that motivate and promote high-level human performance, particularly in organizational and occupational settings. The journal seeks to identify and stimulate relevant research, communication, and theory concerning human capabilities and effectiveness. It serves as a valuable intellectual link between such disciplines as industrial-organizational psychology, individual differences, work physiology, organizational behavior, human resource management, and human factors.
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