The Experts below are selected from a list of 228 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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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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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...
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the employee Organization Relationship where do we go from here
Human Resource Management Review, 2007Co-Authors: Jacqueline Am Coyleshapiro, 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.
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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.
James H Dulebohn - One of the best experts on this subject based on the ideXlab platform.
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is the employee Organization Relationship dying or thriving a temporal meta analysis
Journal of Applied Psychology, 2019Co-Authors: Robert Eisenberger, Thomas Rockstuhl, Mindy K Shoss, James H DulebohnAbstract:There is controversy concerning whether, in recent years, Organizational failures to act benevolently toward employees have lessened employees' social-exchange Relationship (SER) with their work Organization or whether, on the contrary, Organizations' more favorable treatment of employees has strengthened the SER. With samples of U.S. employees, we examined changes over the past 3 decades in three key elements of the SER: perceived Organizational support (POS: 317 samples, including 121,469 individuals), leader-member exchange (LMX: 191 samples, including 216,975 individuals), and affective Organizational commitment (383 samples, including 116,766 individuals). We considered both how the average levels changed over time and how the associations of these 3 elements with the antecedents of procedural and distributive justice and the consequences of in-role and extra-role performance have changed. We found that the average levels of indicators of the SER have remained steady except for an increase in POS. LMX and affective commitment show levels near neutral, and POS has increased to only a moderately positive level. In contrast, the Relationships between these elements with distributive and procedural justice and extra-role performance remain substantial. These findings suggest that employees on average do not currently have strong exchange Relationships with their work Organization but remain ready to more fully engage based on perceived voluntary favorable treatment by the work Organization and its representatives. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
Robert Eisenberger - One of the best experts on this subject based on the ideXlab platform.
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is the employee Organization Relationship dying or thriving a temporal meta analysis
Journal of Applied Psychology, 2019Co-Authors: Robert Eisenberger, Thomas Rockstuhl, Mindy K Shoss, James H DulebohnAbstract:There is controversy concerning whether, in recent years, Organizational failures to act benevolently toward employees have lessened employees' social-exchange Relationship (SER) with their work Organization or whether, on the contrary, Organizations' more favorable treatment of employees has strengthened the SER. With samples of U.S. employees, we examined changes over the past 3 decades in three key elements of the SER: perceived Organizational support (POS: 317 samples, including 121,469 individuals), leader-member exchange (LMX: 191 samples, including 216,975 individuals), and affective Organizational commitment (383 samples, including 116,766 individuals). We considered both how the average levels changed over time and how the associations of these 3 elements with the antecedents of procedural and distributive justice and the consequences of in-role and extra-role performance have changed. We found that the average levels of indicators of the SER have remained steady except for an increase in POS. LMX and affective commitment show levels near neutral, and POS has increased to only a moderately positive level. In contrast, the Relationships between these elements with distributive and procedural justice and extra-role performance remain substantial. These findings suggest that employees on average do not currently have strong exchange Relationships with their work Organization but remain ready to more fully engage based on perceived voluntary favorable treatment by the work Organization and its representatives. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
Mark V Roehling - One of the best experts on this subject based on the ideXlab platform.
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the employee Organization Relationship a timely concept in a period of transition
Research in Personnel and Human Resources Management, 2004Co-Authors: Lynn M. Shore, Lois E. Tetrick, Lyman W Porter, Susan M Taylor, Jaqueline Coyle A M Shapiro, Robert C Liden, Judi Mclean Parks, Elizabeth Wolfe Morrison, Sandra L Robinson, Mark V RoehlingAbstract:The employee-Organization Relationship (EOR) has increasingly become a focal point for researchers in Organizational behavior, human resource management, and industrial relations. Literature on the EOR has developed at both the individual – (e.g. psychological contracts) and the group and Organizational-levels of analysis (e.g. employment Relationships). Both sets of literatures are reviewed, and we argue for the need to integrate these literatures as a means for improving understanding of the EOR. Mechanisms for integrating these literatures are suggested. A subsequent discussion of contextual effects on the EOR follows in which we suggest that researchers develop models that explicitly incorporate context. We then examine a number of theoretical lenses to explain various attributes of the EOR such as the dynamism and fairness of the exchange, and new ways of understanding the exchange including positive functional Relationships and integrative negotiations. The article concludes with a discussion of future research needed on the EOR.
Lyman W Porter - One of the best experts on this subject based on the ideXlab platform.
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the employee Organization Relationship a timely concept in a period of transition
Research in Personnel and Human Resources Management, 2004Co-Authors: Lynn M. Shore, Lois E. Tetrick, Lyman W Porter, Susan M Taylor, Jaqueline Coyle A M Shapiro, Robert C Liden, Judi Mclean Parks, Elizabeth Wolfe Morrison, Sandra L Robinson, Mark V RoehlingAbstract:The employee-Organization Relationship (EOR) has increasingly become a focal point for researchers in Organizational behavior, human resource management, and industrial relations. Literature on the EOR has developed at both the individual – (e.g. psychological contracts) and the group and Organizational-levels of analysis (e.g. employment Relationships). Both sets of literatures are reviewed, and we argue for the need to integrate these literatures as a means for improving understanding of the EOR. Mechanisms for integrating these literatures are suggested. A subsequent discussion of contextual effects on the EOR follows in which we suggest that researchers develop models that explicitly incorporate context. We then examine a number of theoretical lenses to explain various attributes of the EOR such as the dynamism and fairness of the exchange, and new ways of understanding the exchange including positive functional Relationships and integrative negotiations. The article concludes with a discussion of future research needed on the EOR.
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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.