... who are called to their roles foster the development of calling in their employees. Design/methodology/approach Using a three-wave longitudinal design with a sample of 285 US employees, we examined whether perceiving a leader as called – and trusting that leader – predicts growth in employees...

... only Job insecurity Longitudinal Job performance Duration Commercial rivalries around the globe, government deregulation, and rapid technological developments have put re-organizations, mergers, acquisitions, and downsizing on the agenda of companies worldwide (e.g. Lee et al...

... Limited 2015 Perceptions Careers Longitudinal Self-efficacy Job search Individual behaviour Financial need Perceived overqualification has been defined as having perceptions of being more educated, more skilled, and having more work experience than what is required by the job...

... to the stable class. Originality/value – Through a powerful longitudinal database, the nature, the structure and the inter-individual differences in job performance over time are clarified. The study extends Murphy’s (1989) model, showing how transition stages in job performance may occur also as a result...