Effect of Influence Tactics on Work Outcomes of Knowledge Workers
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CONTRIBUTORS:
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CONFERENCE TITLE:
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CONF. LOCATION:
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None
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YEAR:
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PUB TYPE:
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Conference Paper
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SUBJECT(S):
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INFLUENCE TACTICS AND KNOWLEDGE WORK
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DISCIPLINE:
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Business/Management
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HTTP:
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LANGUAGE:
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English
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PUB ID:
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103-417-576
(Last edited on
2005/07/11 08:06:36 GMT-6)
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SPONSOR(S):
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ABSTRACT:
The advent of new economy has made ‘knowledge work’ a decisive factor. An effective management of knowledge worker is becoming crucial in the present competitive scenario. Influence tactics are widely used to ensure better performance, compliance, or commitment. This review attempts to understand how influence tactics can be used to manage knowledge workers (whose job entails of high proportion of knowledge work) in light of the job characteristic model (JCM). The literature review suggests that influence tactics (consultation, rational persuasion, inspirational appeal, and pressure) do not directly affect personal and work outcome (quality job performance and turnover), but are mediated by psychological states (experienced meaningfulness and experienced responsibility for work outcomes) contingent upon the proportion of knowledge work.
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STATISTICS
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