Kahn described the harnessing of organization members selves to their work roles as:

OB Chapter 2Individual behavior that is discretionary and not part of a formal reward system and promotes the effective performanceof the firm is called ________ ______ behavior

Get answer to your question and much more

Behavior that harms other employees, the organization as a whole or organizational stakeholders such as customer andshareholders is called

Get answer to your question and much more

Counterproductive work behavior has a strong negative relationship with ____ _________.

Get answer to your question and much more

Losing a good employee to turnover is bad because

Get answer to your question and much more

Hiring people who fit within a firm’s culture is a good way to tackle the problem of employee _______.

Get answer to your question and much more

____ can be a good thing when a low performing person quits or gets fired.

Get answer to your question and much more

Workplace attitudes managers pay attention to

Get answer to your question and much more

oPerceived Organizational support

Get answer to your question and much more

The extent to which an individual identifies with an organization and commits to its goals is called

Get answer to your question and much more

Organizational ______ exists to the degree that an employee’s personal values match the values present in a firm’sculture

Get answer to your question and much more

An individual’s perception about the terms and condition of a reciprocal exchange between him and herself and anotherparty is referred to as a _____ ________

Get answer to your question and much more

Kahn described “the harnessing of organization members’ selves to their work roles” as:

Get answer to your question and much more

Abstract

This study began with the premise that people can use varying degrees of their selves, physically, cognitively, and emotionally, in work role performances, which has implications for both their work and experiences. Two qualitative, theory-generating studies of summer camp counselors and members of an architecture firm were conducted to explore the conditions at work in which people personally engage, or express and employ their personal selves, and disengage, or withdraw and defend their personal selves. This article describes and illustrates three psychological conditions--meaningfulness, safety, and availability--and their individual and contextual sources. These psychological conditions are linked to existing theoretical concepts, and directions for future research are described.

Journal Information

The Academy of Management Journal presents cutting edge research that provides readers with a forecast for new management thoughts and techniques. All articles published in the journal must make a strong empirical and/or theoretical contribution. All empirical methods including (but not limited to) qualitative, quantitative, or combination methods are represented. Articles published in the journal are clearly relevant to management theory and practice and identify both a compelling practical management issue and a strong theoretical framework for addressing it. For more than 40 years the journal has been recognized as indispensable reading for management scholars. The journal has been cited in such forums as The Wall Street Journal, The New York Times, The Economist and The Washington Post. The journal is published six times per year with a circulation of 15,000.

Publisher Information

The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging.

Rights & Usage

This item is part of a JSTOR Collection.
For terms and use, please refer to our Terms and Conditions
The Academy of Management Journal © 1990 Academy of Management
Request Permissions

Is the harnessing of organization members selves to their work roles?

When people express themselves physically cognitively and emotionally during a role performance?

Which model of job satisfaction reflects the difference between what an employee expects to receive from a job and what he or she actually receives?

What is the purpose of the Job Descriptive Index JDI tool developed at Cornell University?