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Using job demands–resources (JD–R) theory, the purpose of this paper is to investigate the role of job demands (difficult performance appraisal (PA) objectives) and job resources (performance feedback and leader member exchange (LMX)) on employee reports of PA cynicism. The paper also investigates the consequences of PA cynicism on intent to quit and bad sportsmanship.

Survey data on PA demands and resources, PA cynicism and turnover intentions were obtained from employees. Supervisors rated their employees’ level of sportsmanship.

Contrary to the predictions of JD–R theory, the authors found that employees are most likely to be cynical when they experience high levels of job resources (LMX and performance feedback) and high levels of job demands (difficult objectives).

The study demonstrates that PA cynicism matters – employees with higher levels of PA cynicism were more likely to contemplate leaving the organization; employees with high levels of PA cynicism are rated as bad sports by their supervisors.

Employees are sensitive to gaps between the description and reality of a PA process which can trigger thoughts of organizational exit and ineffective work behaviors. human resource managers need to ensure that employees regard the PA process as valuable, useful and worth their time and effort.

The authors contribute to the PA literature by investigating the role of both job resources and demands. PA research has focused on the specification of job demands, underplaying the role of job resources in employee attitudes toward PA.

This research paper aims to follow a line of research that examines the impact of elements of emotional intelligence (EI), particularly those related to self‐awareness, on self‐other agreement and performance.

This is a quantitative study that employs the same methodology as Sosik and Megerian to analyze survey data gathered from a matched sample of 146 managers and 1,314 subordinates at a large international technology company based in North America.

The analysis revealed that the relationship between EI and leader performance is strongest for managers who underestimate their leader abilities. Underestimators earn higher follower ratings of leader performance than all other agreement categories (In agreement/good, In agreement/poor, and Overestimators). The analysis also suggests that there appears to be a negative relationship between EI and leader performance for managers who overestimate their leader abilities.

Implications of the counterintuitive findings for underestimators as well as the imperative for further study utilizing alternative measures of EI are discussed.

Previous empirical work in this area used an ad hoc measure of EI. This study extends this work by utilizing a larger, business sample and employing a widely‐used and validated measure of EI, the Emotional Quotient Inventory. Results further illuminate the nature of the relationship between EI and self‐other agreement and provide a potential selection and development tool for the improvement of leadership performance.

We explore the significance of social ontology and its capacity to inform the specification of organizational status, architecture and capacities. We consider how different conceptions of social ontology are critical for explicating a range of epistemological and socio-economic questions concerning organizations and develop a research agenda oriented to studying these issues from the perspective of management and organization studies.

This paper aims to provide an introductory overview and selected annotated bibliography of recent resources on library instruction and information literacy across all library types.

It introduces and annotates English-language periodical articles, monographs, dissertations and other materials on library instruction and information literacy published in 2014.

It provides information about each source, discusses the characteristics of current scholarship and highlights sources that contain unique or significant scholarly contributions.

The information may be used by librarians and interested parties as a quick reference to literature on library instruction and information literacy.

Marriage is often compared to a “contract.” This analogy purports to proceed from a settled concept called “contract,” under which legitimate obligations derive from consent. The analogy creates confusion when applied in the legal context. In law, “contract” refers to a broad category of legal obligation. Many legal theorists believe “contractual” enforceability should be based solely on consent. But as a matter of positive legal doctrine, consent is neither necessary nor sufficient to establish enforceability. A contract's enforceability also depends on its relationship to public welfare.

Thus the “contract” analogy does not constitute a legal justification for an approach to marriage based solely on the consent of the parties. It merely expresses a normative preference for a consent-based approach. The chapter illustrates this point using examples of current marriage-related issues, such as covenant marriage, prenuptial agreements, and same-sex marriage.

The purpose of this article is to examine how Compstat and community policing, two of the most highly‐touted police reforms to have emerged in the US over the last 25 years, might be integrated to help enhance police organizational legitimacy.

The article provides a conceptual framework to illuminate the different ways that each of these reforms, at least in theory, tries to promote legitimacy. In doing so, it proposes that Compstat's focus on outcomes might be more tightly linked to community policing's emphasis on the processes through which police interact with community members.

The article suggests three possible ways for police organizations to develop public trust and support: systematic reporting of community problems at Compstat meetings; involving the community in problem‐solving efforts; and using Compstat maps and statistics to help mitigate perceptions of unfairness.

The article highlights the value of alternative conceptualizations for co‐implementing Compstat and community policing and the need for testing these ideas.

Identifying some different ways that Compstat and community policing may help foster favorable social judgments of police organizations could lead law enforcement agencies to reconsider how these reforms are currently co‐implemented in their departments.

A more integrated Compstat and community policing model could potentially contribute to fairer and more responsive policing practices.

The paper is valuable to scholars, practitioners, and policymakers because it lays out a framework for understanding the legitimacy‐conferring benefits of these reforms and provides some practical suggestions for how they might be more closely linked.

Compstat is a goal‐oriented strategic management process that uses technology, operational strategy and managerial accountability to structure the delivery of police services and provide safety to communities. This process originated with the New York City Police Department and is now being adapted by many law enforcement agencies throughout the USA. It thus represents an emerging police organizational management paradigm. This paper analyses the evolution of police management techniques and the emergence of this new paradigm. It concludes with an assessment of the organizational changes required for the adaptation of this process.

The theoretical framework for community policing attempts to answer many of the questions revolving around the new paradigm in policing. The paper traces the evolution of community policing as a paradigm in the Kuhnian sense, then proceeds to articulate how it has moved from “revolutionary science” to “normal science”. It then articulates some of the current research in community policing theory and calls for the creation of a theoretical framework under which community policing can be analyzed and evaluated. This paper then commences to articulate a theoretical framework that analyzes all of the factors bearing on this paradigm, ranging from the macro to the micro.