Social psychology, Job satisfaction, Management, Perception and Job performance are her primary areas of study. Her study in Social psychology is interdisciplinary in nature, drawing from both Citizenship and Human resource management. Her Job satisfaction research includes elements of Emotional exhaustion, Workload, Mental health, Psychiatry and Social support.
Her Management research integrates issues from Cross-cultural and Engineering ethics. Her research integrates issues of Transactional leadership, Transformational leadership and Personality in her study of Perception. Karin Sanders interconnects Job analysis, Public relations and Occupational stress in the investigation of issues within Job performance.
The scientist’s investigation covers issues in Social psychology, Knowledge management, Human resource management, Public relations and Perception. Many of her research projects under Social psychology are closely connected to Perspective with Perspective, tying the diverse disciplines of science together. Her biological study spans a wide range of topics, including Transactional leadership, Leadership style and Shared leadership.
Her Knowledge management research is multidisciplinary, incorporating perspectives in Process and Informal learning. Her Human resource management research incorporates elements of Consistency and Content analysis. She combines subjects such as Employee perceptions, Professional development and Human resources with her study of Public relations.
Karin Sanders mostly deals with Human resource management, Knowledge management, Social psychology, Attribution and Management. The various areas that Karin Sanders examines in her Human resource management study include Champion, Public relations, Uncertainty avoidance, Organizational performance and Content analysis. Her Knowledge management research is multidisciplinary, incorporating elements of Informal learning, Creativity, Process and Line management.
Many of her studies involve connections with topics such as Social issues and Social psychology. Her Attribution research includes themes of Cognitive psychology, Perception, Orientation, Hofstede's cultural dimensions theory and Outcome. The study incorporates disciplines such as Learning theory, Affect and China in addition to Management.
Her primary scientific interests are in Management, Human resource management, Social psychology, Public relations and Employee perceptions. Her research in Management intersects with topics in Learning theory, Affect and China. Her Human resource management study combines topics in areas such as Content analysis, Construct and Applied psychology.
Her Mediation research extends to Social psychology, which is thematically connected. Karin Sanders has researched Public relations in several fields, including Experiential learning, Active learning, Formal learning and Informal learning. In her research, Perception is intimately related to Human resources, which falls under the overarching field of Employee perceptions.
This overview was generated by a machine learning system which analysed the scientist’s body of work. If you have any feedback, you can contact us here.
Reducing work–family conflict through different sources of social support
Geertje van Daalen;Tineke M. Willemsen;Karin Sanders.
(2006)
Employee stress and health complaints in jobs with and without electronic performance monitoring.
M J Smith;P Carayon;K J Sanders;S Y Lim.
(1992)
Stimulating teachers' reflection and feedback asking: An interplay of self-efficacy, learning goal orientation, and transformational leadership
Piety Runhaar;Karin Sanders;Huadong Yang.
(2010)
The impact of individual and shared employee perceptions of HRM on affective commitment: Considering climate strength
Karin Sanders;Luc Dorenbosch;Renee de Reuver.
(2008)
How leader–member exchange, work engagement and HRM consistency explain Chinese luxury hotel employees’ job performance ☆
Xiaobei Li;Karin Sanders;Stephen Frenkel.
(2012)
Strategie HRM as process: how HR system and organizational climate strength influence Chinese employee attitude
Xiaobei Li;Stephen J. Frenkel;Karin Sanders.
(2011)
Stimulating Informal Learning Activities Through Perceptions of Performance Appraisal Quality and Human Resource Management System Strength: A Two-Wave Study
Timothy C. Bednall;Karin Sanders;Piety Runhaar.
(2014)
Teachers' Organizational Citizenship Behaviour: Considering the Roles of Their Work Engagement, Autonomy and Leader-Member Exchange.
Piety Runhaar;Piety Runhaar;Judith Konermann;Judith Konermann;Karin Sanders;Karin Sanders.
(2013)
The Romance of Learning from Disagreement. The Effect of Cohesiveness and Disagreement on Knowledge Sharing Behavior and Individual Performance Within Teams
Marianne van Woerkom;Karin Sanders.
(2010)
Guest editors' introduction: Is the HRM process important? Past, current, and future challenges
Karin Sanders;Helen Shipton;Jorge F. S. Gomes.
(2014)
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