Howard J. Klein
Affiliations: | Ohio State University, Columbus, Columbus, OH |
Area:
Industrial Psychology, Personality PsychologyGoogle:
"Howard Klein"Mean distance: 26716.5
Children
Sign in to add traineePaul W. Mulvey | grad student | (Management Tree) | |
Erich C. Fein | grad student | 2005 | Ohio State |
Stephen B. Jeong | grad student | 2006 | Ohio State |
Beth M. Polin | grad student | 2013 | Ohio State |
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Publications
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Klein HJ, Lount RB, Park HM, et al. (2019) When goals are known: The effects of audience relative status on goal commitment and performance. The Journal of Applied Psychology |
Becker TE, Kernan MC, Clark KD, et al. (2018) Dual Commitments to Organizations and Professions Different Motivational Pathways to Productivity Journal of Management. 44: 1202-1225 |
Rossenberg YGTv, Klein HJ, Asplund K, et al. (2018) The future of workplace commitment: key questions and directions European Journal of Work and Organizational Psychology. 27: 153-167 |
Cooper JT, Stanley LJ, Klein HJ, et al. (2016) Profiles of commitment in standard and fixed-term employment arrangements: Implications for work outcomes European Journal of Work and Organizational Psychology. 25: 149-165 |
Klein HJ. (2016) Continuing the call to conceptualize Human Resource Management Review. 26: 87-89 |
Klein HJ. (2016) Commitment in organizational contexts: Introduction to the special issue Journal of Organizational Behavior. 37: 489-493 |
Klein HJ, Polin B, Sutton KL. (2015) Specific Onboarding Practices for the Socialization of New Employees International Journal of Selection and Assessment. 23: 263-283 |
Klein HJ, Cooper JT, Molloy JC, et al. (2014) The assessment of commitment: advantages of a unidimensional, target-free approach. The Journal of Applied Psychology. 99: 222-38 |
Klein HJ. (2013) Advances in workplace commitments: Introduction to the special issue Human Resource Management Review. 23: 127-130 |
Klein HJ, Molloy JC, Brinsfield CT. (2012) Reconceptualizing workplace commitment to redress a stretched construct: Revisiting assumptions and removing confounds Academy of Management Review. 37: 130-151 |