The Experts below are selected from a list of 258 Experts worldwide ranked by ideXlab platform
Lynn M. Shore - One of the best experts on this subject based on the ideXlab platform.
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leader Employee congruence of expected contributions in the Employee Organization relationship
Leadership Quarterly, 2017Co-Authors: Mieke Audenaert, Lynn M. Shore, Philippe Carette, Thomas Lange, Thomas Van Waeyenberg, Adelien DecramerAbstract:Employees' expected contributions can be incongruent with those of their leader. We examine the congruence effect of leaders' and Employees' expected contributions on job satisfaction. Results of cross-level polynomial regressions on 947 Employees and 224 leaders support the congruence effect. When expected contributions are congruent, Employees are more satisfied with their job. Our findings suggest that Employees enjoy high challenges, as long as these challenges are in harmony with the expected contributions of their leaders. Employees are less satisfied with their jobs both when their expected contributions were higher than their leaders' and when their expected contributions were lower than those of their leaders. Beyond the relevance of having high expected contributions, the findings highlight the crucial role played by the congruence of expected contributions of leaders and Employees.
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The Employee-Organization relationship: applications for the 21st century
2012Co-Authors: Lynn M. Shore, Jacqueline A-m. Coyle-shapiro, Lois E. TetrickAbstract:J.N. Cleveland, K.R. Murphy, Series Foreword. L.M. Shore, J.A.-M. Coyle-Shapiro, L.E. Tetrick, Expanding the Boundaries and Challenging the Assumptions of the Employee-Organization Relationship (EOR) Literature. Part 1. New Ways of Thinking about the EOR. B.E. Ashforth, K.M. Rogers, Is the Employee-Organization Relationship Misspecified? The Centrality of Tribes in Experiencing the Organization. M. Schminke, The Employee-Organization Relationship and Ethics: When it Comes to Ethical Behavior, Who is the Organization and Why Does it Matter? D. van Kippenberg, Social Identity-Based Leadership and the Employee-Organization Relationship. J. McLean Parks, F.L. Smith, Resource Commensurability and Ideological Elements of the Exchange Relationship. L.M. Shore, J.A.-M. Coyle-Shapiro, Perceived Organizational Cruelty: An Expansion of the Negative Employee-Organization Relationship Domain. J.L. Pearce, Assumptions in Employee-Organization Relationship Research: A Critical Perspective from the Study of Volunteers. Part 2. Putting the `R' Back in the EOR. D.E. Guest, R. Rodrigues, Can the Organizational Career Survive? An Evaluation within a Social Exchange Perspective. E. Ernst Kossek, M.N. Ruderman, Work-Family Flexibility and the Employment Relationship. D.G. Gallagher, C.E. Connelly, Rethinking the EOR: Insights from the Experiences of Contingent Workers. K.M. Bartol, Y. Dong, Virtual EOR: Linking in to the Challenge of Increasingly Virtual Employee-Organizational Relationships. R. Takeuchi, A Relational Perspective on the Employee-Organization Relationship: A Critique and Proposed Extension. Part 3. Creation, Maintenance and Complexion of the EOR. D.L. Shapiro, M. Fugate, Fostering Anticipatory Justice: A New Option for Enhancing the Employee-Organization Relationship? A.M. Ryan, AOR and EOR: What's the Connection? P.W. Hom, Employee-Organizational Relationships: Their Impact on Push-and-Pull Forces for Staying and Leaving. M. Wang, Y. Zhan, Employee-Organization Relationships in Older Workers. Part 4. Organizational and Strategic Implications. D. Lepak, W.R. Boswell, Strategic HRM and Employee-Organizational Relationship (EOR). L.E. Tetrick, Emotions: The Glue that Holds the Employee-Organization Relationships Together (or Not). D.R. Avery, P.F. McKay, Q.M. Roberson, Managing Diversity Means Managing Differently: A Look at the Role of Racioethnicity in Perceptions of Organizational Support. E. Salas, S.M. Fiore, Why Work Teams Fail in Organizations: Myths and Advice. W.F. Cascio, R.J. Greene, The EOR and the Scholar-Practitioner Divide. L.M. Shore, J.A.-M. Coyle-Shapiro, L.E. Tetrick, What We Have Learned and Recommendations Going Forward.
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Perceived Organizational cruelty: an expansion of the negative Employee-Organization relationship domain
2012Co-Authors: Lynn M. Shore, Jacqueline A-m. Coyle-shapiroAbstract: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
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Extending the Employee-Organizational Relationship Literature to Reflect the World of Work
Academy of Management Proceedings, 2012Co-Authors: Lois E. Tetrick, Jone L Pearce, Blake E. Ashforth, Wendy R. Boswell, David P. Lepak, Lynn M. ShoreAbstract:The Employee-Organization relation (EOR) is an overarching term to describe the relationship between the Employee and the Organization and encompasses such phenomena as psychological contracts, per...
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social and economic exchange in the Employee Organization relationship the moderating role of reciprocation wariness
Journal of Managerial Psychology, 2009Co-Authors: Lynn M. Shore, William H BommerAbstract:Purpose – This paper examines the relationships that social and economic exchanges, two elements of the Employee‐Organization relationship (EOR), had with affective commitment, turnover intentions, employer trust, and altruism. The paper also aims to determine whether reciprocation wariness, reflecting fear of exploitation in reciprocation, moderated relationships that exchange elements had with outcomes.Design/methodology/approach – A total of 453 Employees of a large Korean electronics Organization completed a survey on their work attitudes, behaviors, and demographic characteristics.Findings – Results showed that reciprocation wariness moderated relations that social exchange had with commitment, turnover intentions, and trust, and that economic exchange had with turnover intentions.Research limitations/implications – The significance of examining social and economic exchange and of developing conceptualizations of the EOR that incorporate individual differences is discussed.Practical implications – Or...
Christina L Stamper - One of the best experts on this subject based on the ideXlab platform.
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how societal culture influences friction in the Employee Organization relationship
Human Resource Management Review, 2014Co-Authors: Stacey R. Fitzsimmons, Christina L StamperAbstract:Abstract The proposed model unpacks societal culture's multi-level influence on friction in the Employee–Organization relationship (EOR), resolving two knowledge gaps: overreliance in EOR research on Employee-centered concepts, ignoring the influence of the Organization; and minimal theoretical analysis on why societal culture contributes to relational problems between the Organization and its Employees ( Coyle-Shapiro & Shore, 2007 ). We argue that societal culture influences friction in Employee–Organization relationships through the individual-level mediator of work motives and the Organization-level mediator of EOR strategy. Although EOR friction commonly occurs when Employee work motives from one culture interact with EOR strategies from another, studies rarely examine the mechanisms that explain these relational challenges. Drawing on individualism, in-group collectivism and institutional collectivism, we explain two primary causes for EOR friction in each mismatched cultural condition, and offer potential solutions for reducing friction stemming from each source. Our arguments suggest that Organizations who effectively adapt their HRM practices to the societal culture in which they operate will be less likely to experience EOR friction than Organizations who adopt a more ‘one size fits all’ relational EOR strategy.
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How societal culture influences friction in the Employee–Organization relationship
Human Resource Management Review, 2014Co-Authors: Stacey R. Fitzsimmons, Christina L StamperAbstract:Abstract The proposed model unpacks societal culture's multi-level influence on friction in the Employee–Organization relationship (EOR), resolving two knowledge gaps: overreliance in EOR research on Employee-centered concepts, ignoring the influence of the Organization; and minimal theoretical analysis on why societal culture contributes to relational problems between the Organization and its Employees ( Coyle-Shapiro & Shore, 2007 ). We argue that societal culture influences friction in Employee–Organization relationships through the individual-level mediator of work motives and the Organization-level mediator of EOR strategy. Although EOR friction commonly occurs when Employee work motives from one culture interact with EOR strategies from another, studies rarely examine the mechanisms that explain these relational challenges. Drawing on individualism, in-group collectivism and institutional collectivism, we explain two primary causes for EOR friction in each mismatched cultural condition, and offer potential solutions for reducing friction stemming from each source. Our arguments suggest that Organizations who effectively adapt their HRM practices to the societal culture in which they operate will be less likely to experience EOR friction than Organizations who adopt a more ‘one size fits all’ relational EOR strategy.
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perceived Organizational membership an aggregate framework representing the Employee Organization relationship
Journal of Organizational Behavior, 2003Co-Authors: Suzanne S Masterson, Christina L StamperAbstract:Organizational scholars have examined the relational ties between Employees and Organizations, often focusing on specific facets of the relationship. However, this approach has not generated an overall representation of the Employee–Organization relationship, nor has it facilitated the identification of interrelationships among the concepts. This paper seeks to address these two issues by developing an integrative framework labeled perceived Organizational membership. Perceived Organizational membership is proposed to be an aggregate multidimensional construct reflecting Employees' perceptions of their relationship with their employing Organization, and its three underlying dimensions (need fulfillment, mattering, and belonging) offer a framework for categorizing and understanding relational tie concepts, both separately and in combination with one another. Drawing from the community psychology literature (McMillan & Chavis, 1986) as well as Graham's (1991) early work on Organizational citizenship, we identify perceived Organizational membership's underlying motives and the mechanisms through which they influence the construct, demonstrate how specific relational tie subdimensions fit with the more general construct, and develop propositions regarding relationships among the dimensions and the specific relational tie subdimensions. Finally, we discuss the benefits of the framework, including its ability to allow researchers to better understand both specific relational tie concepts as well as the overall Employee–Organization relationship. Copyright © 2003 John Wiley & Sons, Ltd.
Jacqueline A-m. Coyle-shapiro - One of the best experts on this subject based on the ideXlab platform.
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The Employee–Organization Relationship and Organizational Citizenship Behavior
Oxford Handbooks Online, 2016Co-Authors: Jacqueline A-m. Coyle-shapiro, Marjo-riitta Diehl, Chiachi ChangAbstract:Drawing upon social exchange theory and the norm of reciprocity, we review the Employee–Organization relationship (EOR). A number of EOR frameworks share common theoretical ground yet have developed independently: psychological contracts, perceived Organizational support, employment relationship, social and economic exchange, and idiosyncratic deals. We examine the empirical evidence linking each of the frameworks to Employees’ Organizational citizenship behavior (OCB). Relationships based on minimal investment (quasi-spot contracts and transactional psychological contracts) and psychological contract breach are negatively related to OCB. Economic exchange is unrelated to OCB. Relationships that demonstrate investment, support, fulfillment of obligations, and granting of idiosyncratic deals are positively related to OCB because they signal a trusting and benefit conferring relationship. We outline challenges and future research directions that address the “value addedness” of the EOR frameworks.
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Perceived Exploitative Employee-Organization Relationships: Development of a new Scale
Academy of Management Proceedings, 2016Co-Authors: Ephrat Livne-ofer, Jacqueline A-m. Coyle-shapiroAbstract:The Employee-Organization Relationship (EOR) research has heavily emphasised positive relationships, or has examined negative events within an overall positive or neutral relationships. Less is kno...
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The Employee-Organization relationship: applications for the 21st century
2012Co-Authors: Lynn M. Shore, Jacqueline A-m. Coyle-shapiro, Lois E. TetrickAbstract:J.N. Cleveland, K.R. Murphy, Series Foreword. L.M. Shore, J.A.-M. Coyle-Shapiro, L.E. Tetrick, Expanding the Boundaries and Challenging the Assumptions of the Employee-Organization Relationship (EOR) Literature. Part 1. New Ways of Thinking about the EOR. B.E. Ashforth, K.M. Rogers, Is the Employee-Organization Relationship Misspecified? The Centrality of Tribes in Experiencing the Organization. M. Schminke, The Employee-Organization Relationship and Ethics: When it Comes to Ethical Behavior, Who is the Organization and Why Does it Matter? D. van Kippenberg, Social Identity-Based Leadership and the Employee-Organization Relationship. J. McLean Parks, F.L. Smith, Resource Commensurability and Ideological Elements of the Exchange Relationship. L.M. Shore, J.A.-M. Coyle-Shapiro, Perceived Organizational Cruelty: An Expansion of the Negative Employee-Organization Relationship Domain. J.L. Pearce, Assumptions in Employee-Organization Relationship Research: A Critical Perspective from the Study of Volunteers. Part 2. Putting the `R' Back in the EOR. D.E. Guest, R. Rodrigues, Can the Organizational Career Survive? An Evaluation within a Social Exchange Perspective. E. Ernst Kossek, M.N. Ruderman, Work-Family Flexibility and the Employment Relationship. D.G. Gallagher, C.E. Connelly, Rethinking the EOR: Insights from the Experiences of Contingent Workers. K.M. Bartol, Y. Dong, Virtual EOR: Linking in to the Challenge of Increasingly Virtual Employee-Organizational Relationships. R. Takeuchi, A Relational Perspective on the Employee-Organization Relationship: A Critique and Proposed Extension. Part 3. Creation, Maintenance and Complexion of the EOR. D.L. Shapiro, M. Fugate, Fostering Anticipatory Justice: A New Option for Enhancing the Employee-Organization Relationship? A.M. Ryan, AOR and EOR: What's the Connection? P.W. Hom, Employee-Organizational Relationships: Their Impact on Push-and-Pull Forces for Staying and Leaving. M. Wang, Y. Zhan, Employee-Organization Relationships in Older Workers. Part 4. Organizational and Strategic Implications. D. Lepak, W.R. Boswell, Strategic HRM and Employee-Organizational Relationship (EOR). L.E. Tetrick, Emotions: The Glue that Holds the Employee-Organization Relationships Together (or Not). D.R. Avery, P.F. McKay, Q.M. Roberson, Managing Diversity Means Managing Differently: A Look at the Role of Racioethnicity in Perceptions of Organizational Support. E. Salas, S.M. Fiore, Why Work Teams Fail in Organizations: Myths and Advice. W.F. Cascio, R.J. Greene, The EOR and the Scholar-Practitioner Divide. L.M. Shore, J.A.-M. Coyle-Shapiro, L.E. Tetrick, What We Have Learned and Recommendations Going Forward.
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Perceived Organizational cruelty: an expansion of the negative Employee-Organization relationship domain
2012Co-Authors: Lynn M. Shore, Jacqueline A-m. Coyle-shapiroAbstract: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
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The Employee–Organization relationship: Where do we go from here?
Human Resource Management Review, 2007Co-Authors: Jacqueline A-m. Coyle-shapiro, Lynn M. ShoreAbstract:Abstract While there is a great deal of literature on the Employee–Organization relationship, we argue for a number of needed developments. The status of EOR theory is first discussed, and the assumptions associated with popular frameworks, including who is party to the relationship, the norm of reciprocity as a functioning rule, and the value of the resources exchanged. Next, areas of underdevelopment in the EOR literature are presented with a spotlight on specification of agents, what is being predicted, placing the EOR in context, and micro- and macro-levels of the EOR. The final section of the article provides recommendations for future research on the EOR, focusing on methods, relevance, diversity, managerial implications, and Employee implications.
Anne S Tsui - One of the best experts on this subject based on the ideXlab platform.
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A SOCIAL-STRUCTURAL PERSPECTIVE ON Employee- Organization RELATIONSHIPS AND TEAM CREATIVITY
Academy of Management Journal, 2014Co-Authors: Liangding Jia, Anne S Tsui, Jason D. Shaw, Tae-youn ParkAbstract:We develop a social–structural perspective on the relationship between Employee–Organization relationships (EORs) and team creativity. We argue that the mutual investment EOR approach, in which employers expect high levels of Employee contributions and offer extensive inducements, will be associated with higher team creativity relative to other EOR approaches. We also advance the argument that this relationship will be mediated by team member work-related communication density and that the mediated relationship will be stronger when team members’ tasks are complex. We find support for the model in a two-wave study of 1,807 Employees in 229 teams in 55 Chinese high-technology Organizations. We discuss the implications for future employment relationship research and practice.
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how do i trust thee the Employee Organization relationship supervisory support and middle manager trust in the Organization
Human Resource Management, 2008Co-Authors: Ann Yan Zhang, Anne S Tsui, Lynda Jiwen Song, Chaoping LiAbstract:Given the assumption that most employers would like to gain the trust of their Employees, what would initiate this trust? This study explores the joint role of the Employee-Organization relationship (EOR) and supervisory support in initiating trust among middle managers. The results from a study of 545 middle managers in China show that both EOR and supervisory support are important in creating trust, with supervisory support having a stronger influence than EOR. Further, supervisors play a synergistic role by accentuating the positive influence of the mutual investment EOR approach and attenuating the negative influence of the quasi-spot contract EOR with the managers. Results reinforce the importance of both formal structure and social processes in cultivating Employee trust in the Organization. We discuss implications of these findings for future research and human resource management practices. © 2008 Wiley Periodicals, Inc.
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alternative approaches to the Employee Organization relationship does investment in Employees pay off
Academy of Management Journal, 1997Co-Authors: Anne S Tsui, Jone L Pearce, Lyman W Porter, Angela M TripoliAbstract:This article describes four approaches to the Employee-Organization relationship, as defined from the employer's perspective. An empirical study of Employees from ten companies found support for the basic hypothesis that Employee responses differ under the four types of relationship. In general, Employees performed better on core tasks, demonstrated more citizenship behavior, and expressed a higher level of affective commitment to an employer when they worked in an overinvestment (by the employer) or mutual investment relationship than when they worked in a quasi-spot-contract or underinvestment relationship. These results were obtained even after we controlled for several other variables that could affect Employee performance and attitudes.
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choice of Employee Organization relationship influence of external and internal Organizational factors
Research in Personnel and Human Resources Management, 1995Co-Authors: Jone L Pearce, Anne S Tsui, Lyman W Porter, J P HiteAbstract:Author(s): Pearce, JL; Tsui, AS; Porter, LW; Hite, JP | Editor(s): Ferris, Gerald R | Abstract: We initially pose the paradox that employers facing competitive environments simultaneously desire both flexibility in the employment and termination of Employees and flexibility of operations afforded by committed Employees. Utilizing previous conceptualizations in the literature, two general forms of the employment relationship (i.e., “job-focused" and "Organization-focused'') that can achieve one or the other of these over-arching objectives are described. By drawing on several theoretical perspectives such as strategic choice, resource dependence, equity theory, and institutional theory, the paper identifies factors that can influence employers' preferences for the type of Employee-Organization relationship. These factors are categorized into two sets, those internal to it, and specific propositions are advanced that link particular factors with their effect on different forms of employment relationship. The paper concludes with overall implications of the propositions and suggestions for future research priorities.
Richard B Freeman - One of the best experts on this subject based on the ideXlab platform.
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will unionism prosper in cyber space the promise of the internet for Employee Organization
2003Co-Authors: Wayne J Diamond, Richard B FreemanAbstract:The low cost of information, communication, and interaction on the web offers trade unions opportunities to improve services and attract members, and thus reinvent themselves for the twenty-first century. The authors argue that unions can use the web to: develop virtual minority unions at many non-union firms; improve services to members; enhance democracy in unions; aid in industrial disputes; and strengthen the international labour community. They conclude that, if unions fail to exploit the opportunities on the web to gain members, other Organizations are likely to provide services to workers on the internet.
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will unionism prosper in cyberspace the promise of the internet for Employee Organization
British Journal of Industrial Relations, 2002Co-Authors: Wayne J Diamond, Richard B FreemanAbstract:The low cost of information, communication, and interaction on the web offers trade unions opportunities to improve services and attract members, and thus reinvent themselves for the twenty-first century. The authors argue that unions can use the web to: develop virtual minority unions at many non-union firms; improve services to members; enhance democracy in unions; aid in industrial disputes; and strengthen the international labour community. They conclude that, if unions fail to exploit the opportunities on the web to gain members, other Organizations are likely to provide services to workers on the internet.
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will unionism prosper in cyber space the promise of the internet for Employee Organization
National Bureau of Economic Research, 2001Co-Authors: Wayne J Diamond, Richard B FreemanAbstract:This paper argues that the low cost of information, communication, and interaction on the Web offers trade unions opportunities to improve services and attract members and thus reinvent themselves for the 21st Century. Analyzing current use of the Internet by unions in the United Kingdom and United States, we develop five hypothesis about the impact of the Internet on unions. 1) the Customized Services hypothesis that unions will individualize services; 2) the Cyber-organizing hypothesis that the Web will ease Organization and produce virtual minority unions at many non-union firms; 3) the Cyber-democracy hypothesis that the Web will enhance democracy in unions; 4) the Cyber-dispute hypothesis that the Web will become an important space for industrial disputes; and 5) the New Internationalism hypothesis that the Web will strengthen the international labor community. If unions fail to exploit the opportunities on the Web to gain members, we expect other Organizations, Internet recruitment sites, specialized advice centers, and the like, to fill the e-union niche.