The Employee Organization Relationship. Applications for the 21st Century

Transcription

1 The Employee Organization Relationship Applications for the 21st Century

2 The Employee Organization Relationship Applications for the 21st Century Edited by Lynn M. Shore San Diego State University Jacqueline A-M. Coyle-Shapiro London School of Economics and Political Science i Lois E.Tetrick George Mason University Routledge Taylor Si Francis Group New York London

3 Contents Series Foreword xix Preface xxiii About the Editors xxv About the Contributors :. xxix Chapter 1 Expanding the Boundaries and Challenging the Assumptions of the Employee-Organization Relationship Literature 1 Lynn M. Shore, Jacqueline A-M. Coyle-Shapiro, and Lois E. Tetrick Current Status of EOR Theory 2 How the Book Is Organized: Gaps in the Literature 10 PART 1 New Ways of Thinking About the Employee-Organization Relationship Chapter 2 Is the Employee-Organization Relationship Misspecified? The Centrality of Tribes in Experiencing the Organization 23 Blake E. Ashforth and Kristie M. Rogers The Organization as Context 25 The Roles of Tribe Members: Focal Individual,. Manager, and Peers 29 The Psychological Convergence of Tribe and Organization 39 Discussion 41 Chapter 3 The Employee-Organization Relationship and Ethics: When It Comes to Ethical Behavior, Who Is the Organization and Why Does It Matter? 55 Marshall Schminke XI

4 xii Contents Top Management, Supervisor, and Coworker Influences on Employee Ethics 56 Top Management, Supervisors, and Coworkers: Who Exerts the Strongest Influence? 61 Implications for EQR and Ethics Researchers 64 Looking to the Future 72 Conclusion 79 Chapter 4 Social Identity-Based Leadership and the Employee-Organization Relationship 85 Daan van Knippenberg Leadership and the Employment Relationship: Social Exchange or Social Identity? 86 Advantages of Social Identity-Based Leadership 94 Leaders as Entrepreneurs of Identity: Motivating by Shaping Who We Are 99 Where Do the Cultural Universals Stop and the Cultural Specifics Begin? 105 Conclusion 106 Chapter 5 Resource Commensurability and Ideological Elements of the Exchange Relationship 113 Judi McLean Parks andfaye I. smith Introduction 113 Theoretical Development 115 Chapter 6 Perceived Organizational Cruelty: An Expansion of the Negative Employee-Organization Relationship Domain 139 Lynn M. Shore and Jacqueline A-M. Coyle-Shapiro Definition of Perceived Organizational Cruelty 140 Comparison of POC and Other Negative EOR Concepts 141 A Model of POC 146 Antecedents of POC 148 Outcomes of POC 154

5 Contents xiii Moderators 157 Conclusion and Future Research 161 Chapter 7 Assumptions in Employee-Organization Relationship Research: A Critical Perspective From the Study of Volunteers 169 Jone L. Pearce A Few Things Volunteers Can Teach JJs About Employee-Organizational Relationships 169 Volunteer-Organization Relationships 171 Assumption 1: The EOR Is Clear to Employees 173 Assumption 2: The EOR Is Driven by How the Organization Treats Participants 175 Assumption 3: Participants Are Dependent on Their Organization 177 Assumption 4: The Organization Is Not Understaffed 179 Assumption 5: Participants Understand Their Participation as an Inducement-Contribution Exchange 181 Conclusions 185 PART 2 Putting the "R" Back in the EOR Chapter 8 Can the Organizational Career Survive? An Evaluation Within a Social Exchange Perspective 193 David E. Guest and Ricardo Rodrigues Introduction. 1. '. 193 The Career From a Social Exchange Perspective 195 The Changing Context of Careers and Career Management 199 The Case for Retaining the Organizational Career 203 The New Career 207 Have Organizational Careers Survived? 210 Separating the Rhetoric From the Reality: The Future of Organizational Careers Through the Lens of Exchange Theory 214

6 xiv Contents Chapter 9 Work-Family Flexibility and the Employment Relationship 223 Ellen Ernst Kossek and Marian N. Ruderman Growing Diversity and Intensity of Work-Family Demands 224 Commonalities in the Transformation of Work, Family, and the Employment Relationship 226 Work-Family Boundary-Blurring Flexibility Practices...: EOR Linkages to Work-Family Flexibility: Theory and Hypotheses 238 Conclusions and Future Directions 248 Acknowledgment 250 Chapter 10 Rethinking the Employee-Organization Relationship: Insights From the Experiences of Contingent Workers 255 Daniel G. Gallagher and Catherine E. Connelly Defining the Domain 257 Contingent Employee-Organization Relationships 260 Direct Hires 261 Research Implications 271 Cultural Influences 273 Practical Implications 274 Conclusion 276 Acknowledgment 277 Chapter 11 Virtual Employee-Organization Relationships: Linking in to the Challenge of Increasingly Virtual EOR 281 Kathryn M. Bartol and Yuntao Dong Human Resource and Virtuality Architecture 282 Translating Mechanisms and Psychological States 288 Outcomes 295 Discussion 297

7 Contents xv Chapter 12 A Relational Perspective on the Employee- Organization Relationship: A Critique and Proposed Extension 307 Riki Takeuchi Theoretical Overviews and Critique 309 Relational View of Social Exchange Relationships 314 Discussion 324 PART 3 Creation, Maintenance, and Completion of the Employee-Organization Relationship Chapter 13 Fostering Anticipatory Justice: A New Option for Enhancing the Employee-Organization Relationship? 335 Debra L. Shapiro and Mel Fugate Objectives and Motivation for Including Anticipatory Justice in EOR Research and Practice 336 Revisiting the Inducements-Contributions Model and Other Social Exchange-Based Concepts as Explanations for the Quality of EOR 341 Illustrations of Anticipatory Justice and How It Might Increase EOR Quality 345 Are There Boundaries of Anticipatory Justice Effects? 349 Implications of Broadening EOR to Include Anticipatory Justice. 354 Conclusion 359 Chapter 14 Applicant-Organization Relationship and Employee-Organization Relationship: What Is the Connection? 363 Ann Marie Ryan AOR Elements 364 Dynamic Nature of AORs 377 AOR as a Signal of EOR 378 Breach or Violation 380 Practical Implications 383 Conclusions 384

8 xvi Contents Chapter 15 Employee-Organization Relationships: Their Impact on Push-and-Pull Forces for Staying and Leaving 391 Peter W. Horn EOR Framework on Push-and-Pull Forces for Staying and Leaving 392 Mutual Investment EOR 398 Overinvestment EOR 404 Quasi-Spot Contracts *...'.". 407 Underinvestment EOR 409 EOR Multilevel Effects 412 Further Model Refinements '..413 International Implications 414 Practical Implications 416 Chapter 16 Employee-Organization Relationship in Older Workers 427 Mo Wang and Yujie Zhan The Meaning of Aging to the EOR 428 EORs and Retirement 435 Conclusions 447 PART 4 Organizational and Strategic Implications Chapter 17 Strategic Human Resource Management and Employee-Organization Relationship 455 David Lepak and^wendy R. Boswell Evolving Issues 458 Conclusion and Future Research Directions 473 Chapter 18 Emotions: The Glue That Holds the Employee- Organization Relationship Together (or Not) 485 Lois E. Tetrick Social Exchange in the EOR 487 Emotions 495

9 Contents xvii Aggregation of Individual-Level Effects to Organizational-Level Effects: Emotional Contagion 499 Implications and Conclusions 502 Chapter 19 Managing Diversity Means Managing Differently: A Look at the Role of Racioethnicity in Perceptions of Organizational Support 509 Derek R. Avery, Patrick F. McKay, and Quinetta.M. Roberson Current Diversity Trends 510 How Racioethnic Diversity Influences Perceptions of Organizational Support 511 Research Implications 523 Managerial Implications 525 Conclusion 527 Chapter 20 Why Work Teams Fail in Organizations: Myths and Advice 533 Eduardo Salas and Stephen M. Fiore Teamwork, Team Theories, and the EOR 534 The Myths of Teamwork 537 Advice: Fostering Effective Teamwork 548 Conclusion 551 Chapter 21 The Employee-Organization Relationship and the Scholar-Practitioner Divide ; 555 Wayne F. Cascio and Robert J. Greene The Scholar-Practitioner Divide Integrating the Organization's and the Employee's Perspectives 566 Conclusion 572 Chapter 22 Conclusion and Directions for Future Research 577 Lynn M. Shore, Jacqueline A-M. Coyle-Shapiro, and Lois E. Tetrick Examining Established Viewpoints 577 The EOR and Its Impact 585

10 xviii Contents Future Research 587 Conclusion 588 Author Index 591 Subject Index 607