John C. Hafer

Models of emotional intelligence, spiritual intelligence, and performance: a test of Tischler, Biberman, and McKeage

Tischler, Biberman, and McKeage proposed five models that could explain the relationship between emotional intelligence, spiritual intelligence, and performance. This article empirically tested those models on a large sample of junior‐level and senior‐level business students. Emotional intelligence was measured using the 16‐item Wong Law Emotional Intelligence Survey, spiritual intelligence was measured with a modified version of Ashmos and Duchon’s survey, and performance was the student’s cumulative grade point average. Literature on these variables is discussed regarding definitional and measurement issues. None of the proposed models were supported by the data. Findings, limitations, and future research for these models are discussed.

Professional Growth Versus Personal Growth of Salespeople: A General Systems Model

AbstractThis study was designed to test a general systems model of growth, specifically how professional growth contributes to personal growth and vice versa. After a discussion of general systems models, two hypotheses were identified for testing. Hypothesis One dealt with personality traits of personal growth as being indicators of professional growth; Hypothesis Two focused on age as it contributes to professional growth and ultimately to personal growth. Several indicators of personal growth were correlated with indicators of professional growth to test Hypothesis One, which was ultimately supported. Hypothesis Two was tested using ANOVA with several well- known professional growth measures and age as independent variables, with self-esteem measures and inner/other-directedness measures as dependent variables. Hypothesis Two was not supported.

Possible explanations for informational sabotage: potential research models

Sabotage is one form of organizational retaliatory behavior (ORB) and a subset of workplace aggression. This article examines an increasingly common type of sabotage – informational sabotage – and proposes several testable models on how four internal drivers, spirituality, self‐esteem, locus of control and victimization, may be associated with this ORB. The propositions here suggest a variety of relationships between informational sabotage and these independent variables. The paper concludes with a discussion of future research issues and offers a most likely case hypothesis supported by previous research findings from the literature.

The Job Involvement/Organizational Commitment Interaction Effect on Salespersons’ Turnover

It has been hypothesized that the interaction of job involvement and organizational commitment would be significant in explaining turnover cognitions. Data here partially supports this notion. Organizational commitment alone, however, explained about half the variance while the interaction term generally explained less than 3%. Sixteen covariates (analyzed as a group) were added to the analysis and explained 39% to 43% of the variance with organizational commitment falling to the 10–12% range. Organizational commitment was again significant in almost all cases while job involvement and the interaction term’s results were mixed. Organizational commitment still appears to be the best predictor of intention to turnover.