Violet T Ho
Biographic Data
| ID | 4145231 |
|---|---|
| NAME | Violet T Ho |
| GIVEN NAMES | Violet T |
| FAMILY NAME | Ho |
| SIGNATURE | HO V T |
| AFFILIATIONS | University of Richmond |
| VERIFIED | No |
| TOTAL WORKS | 9 |
| TOTAL CITATIONS | 55 |
| AUTHOR COUNT | 9 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2004 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 4 |
Balancing the art and science of risk: Case study of meteorology experts’ own perceived sense of credibility for risk communication
Passion contagion at work: Investigating formal and informal social influences on work passion
The passion bug: How and when do leaders inspire work passion
Drawing from signaling theory, we propose a work passion transfer model where leaders' passion is transmitted to employees through the former's leadership style and is contingent on employees' perceived importance of performance to self‐esteem (IPSE). Data from 201 supervisor–employee dyads from the health‐care industry show that leaders' harmonious passion led to employees' harmonious passion through charismatic leadership, whereas contingent re…
Passion at work: A meta‐analysis of individual work outcomes
Academic research on passion is much more complex than the extant literature or popular press portray. Although research on work‐related passion has progressed rapidly over the last decade, much remains unknown. We are now just beginning to recognize the different theoretical underpinnings and empirical operationalizations that work passion research has adopted, and the confusion this has generated hampers our understanding of the construct and i…
Disentangling passion and engagement: An examination of how and when passionate employees become engaged ones
While anecdotal industry evidence indicates that passionate workers are engaged workers, research has yet to understand how and when job passion and engagement are related. To answer the how question, we draw from person-environment fit theory to test, and find support for, the mediating roles of perceived demands–abilities (D–A) fit and person–organization (P–O) fit in the relationships between passion and job engagement, and between passion and…
A multilevel perspective of interpersonal trust: Individual, dyadic, and cross‐level predictors of performance
While it is generally known that interpersonal trust facilitates individual functioning, few studies have examined the role of specific features of the interpersonal trust network — individual, dyadic, third‐party, and network‐level features — on individual performance. We adopt a multilevel perspective of interpersonal trust to examine how individuals' performance is not only predicted by their individual‐level centrality in the interpersonal tr…
I-Deals: Idiosyncratic Terms in Employment Relationships
Idiosyncratic employment arrangements (i-deals) stand to benefit the individual employee as well as his or her employer. However, unless certain conditions apply, coworkers may respond negatively to these arrangements. We distinguish functional i-deals from their dysfunctional counterparts and highlight evidence of i-deals in previous organizational research. We develop propositions specifying both how ideals are formed and how they impact worker…
Social networks and the psychological contract: Structural holes, cohesive ties, and beliefs regarding employer obligations
This study examined the relationship between employees' social network positions and their psychological contract beliefs. In particular, it investigated the relationship of employee advice and friendship ties with their employer's relational (long-term, non-monetizable), balanced (performance-related), and transactional (short-term, monetizable) obligations to them. Data obtained from a start-up research firm showed that employees brokering stru…
Changing our Destination or the Route: Lessons from an Evolving Relationship with a New Firm
Based on a four year study of a newly founded research and development unit in a large corporation, this article addresses the difficulties inherent in studying a start-up organization. It addresses how the research relationship evolves in conjunction with changes in organizational structure, personnel make up, and strategic concerns. Ethical dilemmas and practical challenges arose as the researchers’ motives became intertwined with those of the …
Passion at work: A meta‐analysis of individual work outcomes
Academic research on passion is much more complex than the extant literature or popular press portray. Although research on work‐related passion has progressed rapidly over the last decade, much remains unknown. We are now just beginning to recognize the different theoretical underpinnings and empirical operationalizations that work passion research has adopted, and the confusion this has generated hampers our understanding of the construct and i…
The passion bug: How and when do leaders inspire work passion
Drawing from signaling theory, we propose a work passion transfer model where leaders' passion is transmitted to employees through the former's leadership style and is contingent on employees' perceived importance of performance to self‐esteem (IPSE). Data from 201 supervisor–employee dyads from the health‐care industry show that leaders' harmonious passion led to employees' harmonious passion through charismatic leadership, whereas contingent re…
Disentangling passion and engagement: An examination of how and when passionate employees become engaged ones
While anecdotal industry evidence indicates that passionate workers are engaged workers, research has yet to understand how and when job passion and engagement are related. To answer the how question, we draw from person-environment fit theory to test, and find support for, the mediating roles of perceived demands–abilities (D–A) fit and person–organization (P–O) fit in the relationships between passion and job engagement, and between passion and…
Social networks and the psychological contract: Structural holes, cohesive ties, and beliefs regarding employer obligations
This study examined the relationship between employees' social network positions and their psychological contract beliefs. In particular, it investigated the relationship of employee advice and friendship ties with their employer's relational (long-term, non-monetizable), balanced (performance-related), and transactional (short-term, monetizable) obligations to them. Data obtained from a start-up research firm showed that employees brokering stru…
A multilevel perspective of interpersonal trust: Individual, dyadic, and cross‐level predictors of performance
While it is generally known that interpersonal trust facilitates individual functioning, few studies have examined the role of specific features of the interpersonal trust network — individual, dyadic, third‐party, and network‐level features — on individual performance. We adopt a multilevel perspective of interpersonal trust to examine how individuals' performance is not only predicted by their individual‐level centrality in the interpersonal tr…
Changing our Destination or the Route: Lessons from an Evolving Relationship with a New Firm
Based on a four year study of a newly founded research and development unit in a large corporation, this article addresses the difficulties inherent in studying a start-up organization. It addresses how the research relationship evolves in conjunction with changes in organizational structure, personnel make up, and strategic concerns. Ethical dilemmas and practical challenges arose as the researchers’ motives became intertwined with those of the …
Changing our Destination or the Route: Lessons from an Evolving Relationship with a New Firm
Based on a four year study of a newly founded research and development unit in a large corporation, this article addresses the difficulties inherent in studying a start-up organization. It addresses how the research relationship evolves in conjunction with changes in organizational structure, personnel make up, and strategic concerns. Ethical dilemmas and practical challenges arose as the researchers’ motives became intertwined with those of the …
I-Deals: Idiosyncratic Terms in Employment Relationships
Idiosyncratic employment arrangements (i-deals) stand to benefit the individual employee as well as his or her employer. However, unless certain conditions apply, coworkers may respond negatively to these arrangements. We distinguish functional i-deals from their dysfunctional counterparts and highlight evidence of i-deals in previous organizational research. We develop propositions specifying both how ideals are formed and how they impact worker…
Social networks and the psychological contract: Structural holes, cohesive ties, and beliefs regarding employer obligations
This study examined the relationship between employees' social network positions and their psychological contract beliefs. In particular, it investigated the relationship of employee advice and friendship ties with their employer's relational (long-term, non-monetizable), balanced (performance-related), and transactional (short-term, monetizable) obligations to them. Data obtained from a start-up research firm showed that employees brokering stru…
A multilevel perspective of interpersonal trust: Individual, dyadic, and cross‐level predictors of performance
While it is generally known that interpersonal trust facilitates individual functioning, few studies have examined the role of specific features of the interpersonal trust network — individual, dyadic, third‐party, and network‐level features — on individual performance. We adopt a multilevel perspective of interpersonal trust to examine how individuals' performance is not only predicted by their individual‐level centrality in the interpersonal tr…
Disentangling passion and engagement: An examination of how and when passionate employees become engaged ones
While anecdotal industry evidence indicates that passionate workers are engaged workers, research has yet to understand how and when job passion and engagement are related. To answer the how question, we draw from person-environment fit theory to test, and find support for, the mediating roles of perceived demands–abilities (D–A) fit and person–organization (P–O) fit in the relationships between passion and job engagement, and between passion and…
The passion bug: How and when do leaders inspire work passion
Drawing from signaling theory, we propose a work passion transfer model where leaders' passion is transmitted to employees through the former's leadership style and is contingent on employees' perceived importance of performance to self‐esteem (IPSE). Data from 201 supervisor–employee dyads from the health‐care industry show that leaders' harmonious passion led to employees' harmonious passion through charismatic leadership, whereas contingent re…
Passion at work: A meta‐analysis of individual work outcomes
Academic research on passion is much more complex than the extant literature or popular press portray. Although research on work‐related passion has progressed rapidly over the last decade, much remains unknown. We are now just beginning to recognize the different theoretical underpinnings and empirical operationalizations that work passion research has adopted, and the confusion this has generated hampers our understanding of the construct and i…
Passion contagion at work: Investigating formal and informal social influences on work passion
Balancing the art and science of risk: Case study of meteorology experts’ own perceived sense of credibility for risk communication
Psychology (9 works) · Job Satisfaction and Organizational Behavior (7 works) · Social Psychology (7 works) · Political science (6 works) · Social Psychology (5 works) · Business (4 works) · Management (4 works) · Passion (4 works) · Public relations (4 works) · Workaholism, burnout, and well-being (4 works)