The Employee-organization Relationship: Applications for the 21st Century (Series in Applied Psychology)

"Employee-organization relationship" is an overarching term that describes the relationship between the employee and the organization. It encompasses psychological contracts, perceived organizational support, and the employment relationship. Remarkable progress has been made in the last 30 years in the study of EOR. This volume, by a stellar list of international contributors, offers perspectives on EOR that will be of interest to scholars, practitioners and graduate students in IO psychology, business and human resource management. The Employee-Organization Relationship Applications for the 21st Century 8 Copyright 9 Contents 12 Series Foreword 20 Preface 24 About the Editors 26 About the Contributors 30 Chapter 1 Expanding the Boundaries and Challenging the Assumptions of the Employee-Organization Relationship Literature 44 Current Status of EOR Theory 45 How the Book Is Organized: Gaps in the Literature 53 PART 1 New Ways of Thinking About the Employee-Organization Relationship 64 Chapter 2 Is the Employee–Organization Relationship Misspecified? The Centrality of Tribes in Experiencing the Organization 66 The Organization as Context 68 The Roles of Tribe Members: Focal Individual, Manager, and Peers 72 The Psychological Convergence of Tribe and Organization 82 Discussion 84 Chapter 3 The Employee–Organization Relationship and Ethics: When It Comes to Ethical Behavior, Who Is the Organization and Why Does It Matter? 98 Top Management, Supervisor, and Coworker Influences on Employee Ethics 99 Top Management, Supervisors, and Coworkers: Who Exerts the Strongest Influence? 104 Implications for EOR and Ethics Researchers 107 Looking to the Future 115 Conclusion 122 Chapter 4 Social Identity-Based Leadership and the Employee-Organization Relationship 128 Leadership and the Employment Relationship: Social Exchange or Social Identity? 129 Advantages of Social Identity–Based Leadership 137 Leaders as Entrepreneurs of Identity: Motivating by Shaping Who We Are 142 Where Do the Cultural Universals Stop and the Cultural Specifics Begin? 148 Conclusion 149 Chapter 5 Resource Commensurability and Ideological Elements of the Exchange Relationship 156 Introduction 156 Theoretical Development 158 Chapter 6 Perceived Organizational Cruelty: An Expansion of the Negative Employee-Organization Relationship Domain 182 Definition of Perceived Organizational Cruelty 183 Comparison of POC and Other Negative EOR Concepts 184 A Model of POC 189 Antecedents of POC 191 Outcomes of POC 197 Moderators 200 Conclusion and Future Research 204 Chapter 7 Assumptions in Employee–Organization Relationship Research: A Critical Perspective From the Study of Volunteers 212 A Few Things Volunteers Can Teach Us About Employee-Organizational Relationships 212 Volunteer–Organization Relationships 214 Assumption 1: The EOR Is Clear to Employees 216 Assumption 2: The EOR Is Driven by How the Organization Treats Participants 218 Assumption 3: Participants Are Dependent on Their Organization 220 Assumption 4: The Organization Is Not Understaffed 222 Assumption 5: Participants Understand Their Participation as an Inducement-Contribution Exchange 224 Conclusions 228 PART 2 Putting the “R” Back in the EOR 234 Chapter 8 Can the Organizational Career Survive? An Evaluation Within a Social Exchange Perspective 236 Introduction 236 The Career From a Social Exchange Perspective 238 The Changing Context of Careers and Career Management 242 The Case for Retaining the Organizational Career 246 The New Career 250 Have Organizational Careers Survived? 253 Separating the Rhetoric From the Reality: The Future of Organizational Careers Through the Lens of Exchange Theory 257 Chapter 9 Work–Family Flexibility and the Employment Relationship 266 Growing Diversity and Intensity of Work–Family Demands 267 Commonalities in the Transformation of Work, Family, and the Employment Relationship 269 Work–Family Boundary-Blurring Flexibility Practices 277 EOR Linkages to Work–Family Flexibility: Theory and Hypotheses 281 Conclusions and Future Directions 291 Acknowledgment 293 Chapter 10 Rethinking the Employee–Organization Relationship: Insights From the Experiences of Contingent Workers 298 Defining the Domain 300 Contingent Employee–Organization Relationships 303 Direct Hires 304 Research Implications 314 Cultural Influences 316 Practical Implications 317 Conclusion 319 Acknowledgment 320 Chapter 11 Virtual Employee–Organization Relationships: Linking in to the Challenge of Increasingly Virtual EOR 324 Human Resource and Virtuality Architecture 325 Translating Mechanisms and Psychological States 331 Outcomes 338 Discussion 340 Chapter 12 A Relational Perspective on the Employee– Organization Relationship: A Critique and Proposed Extension 350 Theoretical Overviews and Critique 352 Relational View of Social Exchange Relationships 357 Discussion 367 PART 3 Creation, Maintenance, and Completion of the Employee-Organization Relationship 376 Chapter 13 Fostering Anticipatory Justice: A New Option for Enhancing the Employee-Organization Relationship? 378 Objectives and Motivation for Including Anticipatory Justice in EOR Research and Practice 379 Revisiting the Inducements–Contributions Model and Other Social Exchange-Based Concepts as Explanations for the Quality of EOR 384 Illustrations of Anticipatory Justice and How It Might Increase EOR Quality 388 Are There Boundaries of Anticipatory Justice Effects? 392 Implications of Broadening EOR to Include Anticipatory Justice 397 Conclusion 402 Chapter 14 Applicant–Organization Relationship and Employee-Organization Relationship: What Is the Connection? 406 AOR Elements 407 Dynamic Nature of AORs 420 AOR as a Signal of EOR 421 Breach or Violation 423 Practical Implications 426 Conclusions 427 Chapter 15 Employee–Organization Relationships: Their Impact on Push-and-Pull Forces for Staying and Leaving 434 EOR Framework on Push-and-Pull Forces for Staying and Leaving 435 Mutual Investment EOR 441 Overinvestment EOR 447 Quasi-Spot Contracts 450 Underinvestment EOR 452 EOR Multilevel Effects 455 Further Model Refinements 456 International Implications 457 Practical Implications 459 Chapter 16 Employee–Organization Relationship in Older Workers 470 The Meaning of Aging to the EOR 471 EORs and Retirement 478 Conclusions 490 PART 4 Organizational and Strategic Implications 496 Chapter 17 Strategic Human Resource Management and Employee-Organization Relationship 498 Evolving Issues 501 Conclusion and Future Research Directions 516 Chapter 18 Emotions: The Glue That Holds the Employee– Organization Relationship Together (or Not) 528 Social Exchange in the EOR 530 Emotions 538 Aggregation of Individual-Level Effects to Organizational-Level Effects: Emotional Contagion 542 Implications and Conclusions 545 Chapter 19 Managing Diversity Means Managing Differently: A Look at the Role of Racioethnicity in Perceptions of Organizational Support 552 Current Diversity Trends 553 How Racioethnic Diversity Influences Perceptions of Organizational Support 554 Research Implications 566 Managerial Implications 568 Conclusion 570 Chapter 20 Why Work Teams Fail in Organizations: Myths and Advice 576 Teamwork, Team Theories, and the EOR 577 The Myths of Teamwork 580 Advice: Fostering Effective Teamwork 591 Conclusion 594 Chapter 21 The Employee–Organization Relationship and the Scholar-Practitioner Divide 598 The Scholar–Practitioner Divide 602 Integrating the Organization’s and the Employee’s Perspectives 609 Conclusion 615 Chapter 22 Conclusion and Directions for Future Research 620 Examining Established Viewpoints 620 The EOR and Its Impact 628 Future Research 630 Conclusion 631 Author Index 634 Subject Index 650 Expanding the boundaries and challenging the assumptions of the employee-organization relationship literature / Lynn M. Shore, Jacqueline A-M. Coyle-Shapiro, and Lois E. Tetrick New ways of thinking about the EOR Is the employee-organization relationship misspecified? : the centrality of tribes in experiencing the organization / Blake E. Ashforth and Kristie M. R The employee-organization relationship and ethics : when it comes to ethical behavior, who is The organization and why does it matter? / Marshall Schminke Social identity-based leadership and the employee-organization relationship / Daan van Knippenberg Resource commensurability and ideological elements of the exchange relationship / Judi McLean Parks and Faye L. Smith Perceived organizational cruelty : an expansion of the negative employee-organization relationship domain / Lynn M. Shore and Jacqueline A.-M. Coyle-Shapiro Assumptions in employee-organization relationship research : a critical perspective from The study of volunteers / Jone L. Pearce Putting the "R" back in the EOR Can the organizational career survive? : an evaluation within a social exchange perspective / David E. Guest and Ricardo Rodrigues Work-family flexibility and the employment relationship / Ellen Ernst Kossek and Marian N. Ruderman Rethinking the employee-organization relationship : insights from the experiences of Contingent workers / Daniel G. Gallagher and Catherine E. Connelly Virtual employee-organization relationships (EOR) : linking in to the challenge of increasingly Virtual eor / Kathryn M. Bartol and Yuntao Dong A relational perspective on the employee-organization relationship : a critique and proposed extension / Riki Takeuchi Creation, maintenance, and completion of the EOR Fostering anticipatory justice : a new option for enhancing the employee-organization relationship? / Debra L. Shapiro and Mel Fugate Applicant-organization relationship and employee-organization relationship : what is the connection? / Ann Marie Ryan Employee-organization relationships : their impact on push-and-pull forces for staying and leaving / Peter W. Hom Employee-organization relationship in older workers / Mo Wang and Yujie Zhan Organizational and strategic implications Strategic human resource management and employee-organization relationship / David Lepak and Wendy R. Boswell Emotions : the glue that holds the employee-organization relationship together (or not) / Lois E. Tetrick Managing diversity means managing differently : a look at the role of racioethnicity in perceptions of organizational support / Derek R. Avery, Patrick F. McKay, and Quinetta M. Roberson Why work teams fail in organizations : myths and advice / Eduardo Salas and Stephen M. Fiore The EOR and the scholar-practitioner divide / Wayne F. Cascio and Robert J. Greene Conclusion and directions for future research / Lynn M. Shore, Jacqueline A-M. Coyle-Shapiro, and Lois E. Tetrick Conclusion Index.