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|Title:||Training implications : the use of managerial power||Authors:||Khor, Tin Chean
Tan, Ee Sim
Teo, Lay Eng
|Keywords:||DRNTU::Business||Issue Date:||1995||Abstract:||Many past research concentrated on examination of how power affects employees’ attitudes and behaviors in the aspects of job satisfaction, employees' turnover and absenteeism. However, no studies have been conducted to explore the effects of the five bases of managerial power, namely : Reward ; Coercive; Legitimate ; Referent and Expert Power on emplo y ees' attitudes, being Organization-Based Self-Esteem and Trust, and behaviors, being Organizational Citizenship Behavior. As such, we are motivated to research on the possible relationships between the power bases and employees’ Organization-Based Self-Esteem, Trust and Organizational Citizenship Behavior.||URI:||http://hdl.handle.net/10356/59331||Rights:||Nanyang Technological University||Fulltext Permission:||restricted||Fulltext Availability:||With Fulltext|
|Appears in Collections:||NBS Student Reports (FYP/IA/PA/PI)|
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