مقاله انگلیسی رایگان در مورد اثر پیوستگی ایمنی بر عملکرد شغلی ( الزویر )

مقاله سال 2017

There is accumulating evidence that secure attachment which represents a positive psychological strength, contributes to job performance and enables employees to work well autonomously as well as with peers (e.g., Davidovitz, Mikulincer, Shaver, Izsak, & Popper, 2007; Hazan & Shaver, 1990). Although the matter of whether secure attachment affects job performance has received some scholarly attention, very little remains known about how secure attachment affects performance (Harms, 2011). With the present study, we aim to explore the contribution of two particular social-rank behaviors in transmitting the unique effects of secure attachment on work outcomes. Specifically, we examine the role of dominant-leadership and coalition-building as mediating the effect of secure attachment on job performance and job promotion among engineers. Identifying the process by which employees’ secure attachment affects their job performance has been long recognized as critical for advancing understanding of the topic (Hazan & Shaver, 1990). However, an empirical examination of such process remained scarce. More importantly, many of the studies that attempted to explain how secure attachment affects job functioning focused more on attitudes (e.g., Ronen & Baldwin, 2010; Simmons, Gooty, Nelson, & Little, 2009) and less on interpersonal behaviors in the workplace. Finally, since engineering is considered a nontraditional occupational choice for women, we predict that social rank behaviors will differ by gender. Figure 1 depicts our theoretical model.