Patricia Faison Hewlin
Biographic Data
| ID | 5789967 |
|---|---|
| NAME | Patricia Faison Hewlin |
| GIVEN NAMES | Patricia Faison |
| FAMILY NAME | Hewlin |
| SIGNATURE | HEWLIN P F |
| AFFILIATIONS | McGill University |
| VERIFIED | No |
| TOTAL WORKS | 3 |
| TOTAL CITATIONS | 8 |
| WORKS AS AUTHOR | 3 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2018 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 1 |
A Curation Approach to Identity Management
Many organizations want to increase diversity among their workforce, but employees from marginalized groups consistently face uncertainty about how to navigate their identities at work, which can lead to high turnover among these employees. To highlight the unexpected ways in which such risks can arise for employees and organizations, we investigate the intrapersonal consequences of a curation approach to navigating social identities in the workp…
Turning a Blind or Critical Eye to Leader Value Breaches
How do employees react when an organizational leader commits a value breach (i.e., behaves in a way that employees perceive as inconsistent with the organization’s espoused values)? Prior research provides a mixed view: Employees may conclude that the leader lacks integrity, or they may maintain their perception of the leader’s integrity, despite the breach. We focus on the role of person–organization value congruence in determining employee reac…
How do callings relate to job performance? The role of organizational commitment and ideological contract fulfillment
Do individuals with callings perform better than those without? Why or why not? There are not clear answers to these questions in the literature. Using a social exchange framework, we posit an intervening process between callings and job performance, focusing on the role of organizational commitment and ideological contract fulfillment – the degree to which organizations live up to their ideological promises. Specifically, individuals with callin…
How do callings relate to job performance? The role of organizational commitment and ideological contract fulfillment
Do individuals with callings perform better than those without? Why or why not? There are not clear answers to these questions in the literature. Using a social exchange framework, we posit an intervening process between callings and job performance, focusing on the role of organizational commitment and ideological contract fulfillment – the degree to which organizations live up to their ideological promises. Specifically, individuals with callin…
How do callings relate to job performance? The role of organizational commitment and ideological contract fulfillment
Do individuals with callings perform better than those without? Why or why not? There are not clear answers to these questions in the literature. Using a social exchange framework, we posit an intervening process between callings and job performance, focusing on the role of organizational commitment and ideological contract fulfillment – the degree to which organizations live up to their ideological promises. Specifically, individuals with callin…
Turning a Blind or Critical Eye to Leader Value Breaches
How do employees react when an organizational leader commits a value breach (i.e., behaves in a way that employees perceive as inconsistent with the organization’s espoused values)? Prior research provides a mixed view: Employees may conclude that the leader lacks integrity, or they may maintain their perception of the leader’s integrity, despite the breach. We focus on the role of person–organization value congruence in determining employee reac…
A Curation Approach to Identity Management
Many organizations want to increase diversity among their workforce, but employees from marginalized groups consistently face uncertainty about how to navigate their identities at work, which can lead to high turnover among these employees. To highlight the unexpected ways in which such risks can arise for employees and organizations, we investigate the intrapersonal consequences of a curation approach to navigating social identities in the workp…
Job Satisfaction and Organizational Behavior (2 works) · Psychology (2 works) · Social Psychology (2 works) · Social Psychology (2 works) · Ambivalence (1 work) · Commit (1 work) · Congruence (geometry (1 work) · Diversity (politics) (1 work) · Economics (1 work) · Ethics in Business and Education (1 work)