The authors conduct three studies to systematically examine how avoiding and learning goal orientation (AGO and LGO) influence relationships between perceived demands-abilities (DA) fit and critical outcomes during three organizational entry stages. Study 1, a multi-level study using a series of...

Comments on an article by D. Scott DeRue et al. (see record 2012-21053-002). In reading their constructive review of the learning agility literature (DeRue et al.), the methodical deconstruction and reconstruction of the definition of learning agility struck me as a valuable process. In essence,...

Although there is a vast literature on employee reactions to procedural injustice, little is known about the important issue of why some managers are less procedurally just than others. In this field study we found that a manager’s implicit person theory (IPT; i.e., extent of assumption that...

Although coaching can facilitate employee development and performance, the stark reality is that managers often differ substantially in their inclination to coach their subordinates. To address this issue, we draw from and build upon a body of social psychology research that finds that implicit...

A key ingredient for effectively coaching employees is the prudent use of goal setting. The prime axiom of goal setting theory is that specific, difficult goals lead to higher performance than when people strive to simply "do their best" (Locke, 1966, Locke & Latham, 1990). The performance...

Effective managers recognize both positive and negative changes in employee performance and take appropriate remedial action when required. Managers' assumptions about the rigidity or malleability of personal attributes (e.g., ability and personality) affect their performance of these critical...