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dc.contributor.author Upadhyay, Sarita Rose
dc.date.accessioned 2018-07-02T21:51:48Z
dc.date.available 2018-07-02T21:51:48Z
dc.date.issued 2018
dc.identifier.uri http://hdl.handle.net/10211.3/204092
dc.description.abstract This study examined how manager recognition of employees impacts employees’ perception of the leader and employees’ extra role behaviors. Manager recognition data provided through an organization-wide recognition program were gathered from a midsized global technology company. Company employees completed an organizational citizenship behavior (OCB) scale and a transformational leadership scale. The results show that extra role behaviors were significantly positively related to transformational leadership (r = .329) but that recognition comments were not significantly correlated with transformational leadership. The results do suggest, however, that the personalization and specificity of non-monetary recognition by managers moderates the relationship between employees’ perception of their leaders as transformational and whether they perform extra role behaviors (AR2 = .122, p < .05). en_US
dc.format.extent ix, 51 leaves
dc.language.iso en_US en_US
dc.publisher San Francisco State University en_US
dc.rights Copyright by Sarita Rose Upadhyay, 2018
dc.source AS36 2018 PSYCH .U73
dc.title Manager recognition : impact of employee citizenship behaviors and perceptions of transformational leadership en_US
dc.type Thesis en_US
dc.contributor.department Psychology


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