By Ian A. Glendon, Briony M. Thompson, Brett Myors
Advances in Organisational Psychology provides a magnificent array of latest issues in commercial and organisational psychology from the Asia-Pacific region.
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It is claimed that emotional intelligence is an important determinant of success in school, in the workplace and in social settings, and that it may be more critical to success than cognitive ability (Goleman, 1995, 1998). As a result, emotional intelligence has become a buzzword in many organisations, and EI consultants seem to be doing a booming business. , 2003; Murphy, 2006). There is little credible evidence that emotional intelligence is an important or unique predictor of performance, or that it is 26 Organisational Psychology's Hits and Misses more important than cognitive ability in predicting any broad criteria (Murphy, 2006).
1990). Correspondence between estimates of content and criterion-related validity values. Personnel Psychology, 43, 85–100. Cohen, J. (1994). 05). American Psychologist, 49, 997–1003. Dawes, R. (1996). House of cards: Psychology and psychotherapy built on myth. New York: Free Press. Denison, R. (1996). Organizational climate? A native’s point of view on a decade of paradigm wars. Academy of Management Review, 21, 619–654. , & Lynch, P. (1997). Perceived organizational support, treatment, and job satisfaction.
The Psychological Contract When you join an organisation, club, or group, you come into the situation with some understanding of what you can expect from the group and what the group can expect from you. These contracts may be formal, detailed, written documents, but most often there are psychological contracts in addition to the formal legal documents that we typically think of as contracts. Psychological contracts represent implicit agreements between people and organisations, and they can be a very powerful mechanism for explaining the relationships among organisation members (Eisenberger, Cummings, Armeli, & Lynch, 1997; Morrison & Robinson, 1997; Robinson, 1996).