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Employees motivation and managerial coaching during the pandemic COVID-19 at the research institute
16 references·0 citing·46 second hop
Employees motivation and managerial coaching during the pandemic COVID-19 at the research institute (2022)Employees motivation and managerial coach…The Role of Technology, Organizational Culture, and Job Satisfaction in Improving Employee Performance during the Covid-19 Pandemic (2021)The Role of Technology, Organ…Fostering Employee Trust via Effective Supervisory Communication during the COVID-19 Pandemic: Through the Lens of Motivating Language Theory (2021)Fostering Employee Trust via …Corporate social responsibility (CSR) and the COVID-19 pandemic: organizational and managerial implications (2021)Corporate social responsibili…The impact of COVID-19 pandemic on conventional work settings (2020)The impact of COVID-19 pandem…How communication climate and organizational identification impact change (2019)How communication climate and…Ability, motivation and opportunity: managerial coaching in practice (2019)Ability, motivation and oppor…Factors affecting employee performance: an empirical approach (2018)Factors affecting employee pe…Techniques for Coaching and Mentoring (2016)Techniques for Coaching and M…The effect of authentic leadership on employee trust and employee engagement (2013)The effect of authentic leade…Managerial coaching: challenges, opportunities and training (2013)Managerial coaching: challeng…The manager as coach as a driver of organizational development (2010)The manager as coach as a dri…Coaching and Mentoring: Theory and Practice (2010)Coaching and Mentoring: Theor…Organizational change: Motivation, communication, and leadership effectiveness (2009)Organizational change: Motiva…Examining the effects of trust in leaders: A bases-and-foci approach (2009)Examining the effects of trus…An Integrative Goal-Focused Approach to Executive Coaching. (2006)An Integrative Goal-Focused A…International dimensions of organizational behavior (1986)International dimensions of o…Evaluating Structural Equation Models with Unobservable Variables and Measurement Error (1981)An Integrative Model Of Organizational Trust (1995)Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Principal–Teacher Interactions (2011)Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference? (2012)The impact of perceived CSR on corporate reputation and purchase intention (2019)The Structure of Scientific Revolutions (1963)Motivation and Personality (1997)Teacher Learning, Instructional Considerations and Principal Communication: Lessons from a Longitudinal Study of Collaborative Data Use by Teachers (2011)Employee Resistance To Organizational Change (2013)Change management through leadership: the mediating role of organizational culture (2017)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE. (1996)A Handbook of Human Resource Management Practice (1999)Proactive Behavior in Organizations (2000)Employee psychological well-being and job performance: exploring mediating and moderating mechanisms (2020)Impact of COVID-19 outbreak on employee performance – Moderating role of industry 4.0 base technologies (2021)Impact of Employees' Workplace Environment on Employees' Performance: A Multi-Mediation Model (2022)Development of the Job Diagnostic Survey. (1975)Qualitative research and evaluation methods (1980)Job Satisfaction: Application, Assessment, Causes, and Consequences (1997)The COVID-19 crisis and telework: a research survey on experiences, expectations and hopes (2021)Brand orientation, employer branding and internal branding: Do they effect on recruitment during the COVID-19 pandemic? (2022)Performance management in a rapidly changing world: implications for talent management (2024)The need to belong: Desire for interpersonal attachments as a fundamental human motivation. (1995)Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions (2000)The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior (2000)Fostering quality customer service during Covid-19: The role of managers’ oral language, employee work engagement, and employee resilience (2022)Increasing employee advocacy through supervisor motivating language: The mediating role of psychological conditions (2022)Teleworking: role of psychological well-being and technostress in the relationship between trust in management and employee performance (2022)A Three-Dimensional Conceptual Model of Corporate Performance (1979)The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders (1991)“Implicit” and “Explicit” CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility (2008)ESG performance in the time of COVID-19 pandemic: cross-country evidence (2023)Theory development in a globalized world: Bridging “Doing as the Romans Do” with “Understanding Why the Romans Do It” (2023)Unpacking the sustainable performance in the business ecosystem: Coopetition strategy, open innovation, and digitalization capability (2023)Soft skills assessment: theory development and the research agenda (2013)Elements of a quality pre-service teacher mentor: A literature review (2020)Business plan competitions in tertiary institutions: encouraging entrepreneurship education (2008)Theoretical Traditions and Coaching Genres (2014)Escaping the knowledge corridor: How founder human capital and founder coachability impacts product innovation in new ventures (2020)The effects of empowering leadership on psychological well-being and job engagement (2017)Being Your True Self at Work: Integrating the Fragmented Research on Authenticity in Organizations (2019)The effects of authentic leadership on trust in leaders, organizational citizenship behavior, and service quality in the Chinese hospitality industry (2019)Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups (1996)What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite (1997)Transnational Transfer of Strategic Organizational Practices: A Contextual Perspective (1999)
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References

  • 1986International dimensions of organizational behavior3,125 cited
  • 2018Factors affecting employee performance: an empirical approach591 cited
  • 2009Examining the effects of trust in leaders: A bases-and-foci approach308 cited
  • 2013The effect of authentic leadership on employee trust and employee engagement268 cited
  • 2009Organizational change: Motivation, communication, and leadership effectiveness262 cited
  • 2010Coaching and Mentoring: Theory and Practice222 cited
  • 2021Corporate social responsibility (CSR) and the COVID-19 pandemic: organizational and managerial implications214 cited
  • 2020The impact of COVID-19 pandemic on conventional work settings214 cited
  • 2016Techniques for Coaching and Mentoring120 cited
  • 2021Fostering Employee Trust via Effective Supervisory Communication during the COVID-19 Pandemic: Through the Lens of Motivating Language Theory120 cited
  • 2010The manager as coach as a driver of organizational development114 cited
  • 2013Managerial coaching: challenges, opportunities and training114 cited
  • 2021The Role of Technology, Organizational Culture, and Job Satisfaction in Improving Employee Performance during the Covid-19 Pandemic112 cited
  • 2006An Integrative Goal-Focused Approach to Executive Coaching.100 cited

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  • 2019How communication climate and organizational identification impact change84 cited
  • 2019Ability, motivation and opportunity: managerial coaching in practice71 cited
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