Upward influence tactics and their effects on job performance ratings and flexible working arrangements: The mediating roles of mutual recognition respect and mutual appraisal respect

• Date: 01 March 2020
• Published date: 01 March 2020
• DOI: http://doi.org/10.1002/hrm.22005

CORRIGENDUM

Upward influence tactics and their effects on job performance

ratings and flexible working arrangements: The mediating roles

of mutual recognition respect and mutual appraisal respect

In Clarke et al. (2019), the surname of the second author, Najla Alshenalfi, was published with error. It should have been “Alshenaifi”instead of

“Alshenaifi”.

Here is the correct author listing:

Nicholas Clarke

1

| Najla Alshenaifi

2

| Thomas Garavan

3

1

Department of Strategy, Leadership and People, EADA Business School, Barcelona, Spain.

2

Department of Management, King Saud University, Riyadh, Saudi Arabia.

3

Business School, Napier University, Edinburgh, UK.

We apologize for this error.

REFERENCE

Clarke, N., Alshenaifi, N., & Garavan, T. (2019). Upward influence tactics and their effects on job performance ratings and flexible working arrangements:

The mediating roles of mutual recognition respect and mutual appraisal respect. Human Resource Management,58, 397–416. https://doi.org/10.1002/

hrm.21967

DOI: 10.1002/hrm.22005

Hum Resour Manage. 2020;59:215. wileyonlinelibrary.com/journal/hrm © 2020 Wiley Periodicals, Inc. 215