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By Ian A. Glendon, Briony M. Thompson, Brett Myors

Advances in Organisational Psychology offers a powerful array of latest issues in commercial and organisational psychology from the Asia-Pacific region.

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Many conflicts and a good deal of dissatisfaction by both employers and employees may be traced to implicit understandings that are not fulfilled — for example, an employee expects job security while an employer expects loyalty, and even though neither side actually requested or promised these things, both sides will be disappointed if they are not delivered. Psychological contracts have become increasingly important as the nature of the commitments that employees make to organisations and that organisations make to employees change.

These systems can work under some circumstances, but they rarely do work. There are several explanations for the frequent failure of pay for performance systems. First, they rely on the assumption that performance can be measured with reasonable precision. In most organisations, performance appraisal systems are unlikely to achieve the level of precision and accuracy that these systems seem to require and, more to the point, employees rarely believe that performance appraisals provide accurate, unbiased assessments of their performance (Milkovich & Wigdor, 1991; Murphy & Cleveland, 1995).

Accountability: The Achilles’ heel of multisource feedback. Group and Organization Management, 22, 162–184. Mael, F. A. (1991). A conceptual rationale for the domain of attributes of biodata items. Personnel Psychology, 44, 763–792. , & Roberts, R. D. (2003). Emotional intelligence: Science and myth. Boston: MIT Press. Mayer, J. , & Salovey, P. (1997). What is emotional intelligence? In P. Salovey & D. ), Emotional development and emotional intelligence: Implications for educators (pp. 3–34). New York: Basic Books.

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