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Index
Front Cover Halftitle Page SERIES IN APPLIED PSYCHOLOGY Title Page Copyright Dedication Contents Series Foreword Preface About the Editors About the Contributors Chapter 1 Expanding the Boundaries and Challenging the Assumptions of the Employee–Organization Relationship Literature
Current Status of EOR Theory How the Book Is Organized: Gaps in the Literature
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
The Organization as Context The Roles of Tribe Members: Focal Individual, Manager, and Peers The Psychological Convergence of Tribe and Organization Discussion
Chapter 3 The Employee–Organization Relationship and Ethics: When It Comes to Ethical Behavior, Who Is the Organization and Why Does It Matter?
Top Management, Supervisor, and Coworker Influences on Employee Ethics Top Management, Supervisors, and Coworkers: Who Exerts the Strongest Influence? Implications for EOR and Ethics Researchers Looking to the Future Conclusion
Chapter 4 Social Identity-Based Leadership and the Employee–Organization Relationship
Leadership and the Employment Relationship: Social Exchange or Social Identity? Advantages of Social Identity–Based Leadership Leaders as Entrepreneurs of Identity: Motivating by Shaping Who We Are Where Do the Cultural Universals Stop and the Cultural Specifics Begin? Conclusion
Chapter 5 Resource Commensurability and Ideological Elements of the Exchange Relationship
Introduction Theoretical Development
Chapter 6 Perceived Organizational Cruelty: An Expansion of the Negative Employee–Organization Relationship Domain
Definition of Perceived Organizational Cruelty Comparison of POC and Other Negative EOR Concepts A Model of POC Antecedents of POC Outcomes of POC Moderators Conclusion and Future Research
Chapter 7 Assumptions in Employee–Organization Relationship Research: A Critical Perspective From the Study of Volunteers
A Few Things Volunteers Can Teach Us About Employee–Organizational Relationships Volunteer–Organization Relationships Assumption 1: The EOR Is Clear to Employees Assumption 2: The EOR Is Driven by How the Organization Treats Participants Assumption 3: Participants Are Dependent on Their Organization Assumption 4: The Organization Is Not Understaffed Assumption 5: Participants Understand Their Participation as an Inducement–Contribution Exchange Conclusions
PART 2 Putting the “R” Back in the EOR
Chapter 8 Can the Organizational Career Survive? An Evaluation Within a Social Exchange Perspective
Introduction The Career From a Social Exchange Perspective The Changing Context of Careers and Career Management The Case for Retaining the Organizational Career The New Career Have Organizational Careers Survived? Separating the Rhetoric From the Reality: The Future of Organizational Careers Through the Lens of Exchange Theory
Chapter 9 Work–Family Flexibility and the Employment Relationship
Growing Diversity and Intensity of Work–Family Demands Commonalities in the Transformation of Work, Family, and the Employment Relationship Work–Family Boundary-Blurring Flexibility Practices EOR Linkages to Work–Family Flexibility: Theory and Hypotheses Conclusions and Future Directions Acknowledgment
Chapter 10 Rethinking the Employee–Organization Relationship: Insights From the Experiences of Contingent Workers
Defining the Domain Contingent Employee–Organization Relationships Direct Hires Research Implications Cultural Influences Practical Implications Conclusion Acknowledgment
Chapter 11 Virtual Employee–Organization Relationships: Linking in to the Challenge of Increasingly Virtual EOR
Human Resource and Virtuality Architecture Translating Mechanisms and Psychological States Outcomes Discussion
Chapter 12 A Relational Perspective on the Employee–Organization Relationship: A Critique and Proposed Extension
Theoretical Overviews and Critique Relational View of Social Exchange Relationships Discussion
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?
Objectives and Motivation for Including Anticipatory Justice in EOR Research and Practice Revisiting the Inducements–Contributions Model and Other Social Exchange–Based Concepts as Explanations for the Quality of EOR Illustrations of Anticipatory Justice and How It Might Increase EOR Quality Are There Boundaries of Anticipatory Justice Effects? Implications of Broadening EOR to Include Anticipatory Justice Conclusion
Chapter 14 Applicant–Organization Relationship and Employee–Organization Relationship: What Is the Connection?
AOR Elements Dynamic Nature of AORs AOR as a Signal of EOR Breach or Violation Practical Implications Conclusions
Chapter 15 Employee–Organization Relationships: Their Impact on Push-and-Pull Forces for Staying and Leaving
EOR Framework on Push-and-Pull Forces for Staying and Leaving Mutual Investment EOR Overinvestment EOR Quasi-Spot Contracts Underinvestment EOR EOR Multilevel Effects Further Model Refinements International Implications Practical Implications
Chapter 16 Employee–Organization Relationship in Older Workers
The Meaning of Aging to the EOR EORs and Retirement Conclusions
PART 4 Organizational and Strategic Implications
Chapter 17 Strategic Human Resource Management and Employee–Organization Relationship
Evolving Issues Conclusion and Future Research Directions
Chapter 18 Emotions: The Glue That Holds the Employee–Organization Relationship Together (or Not)
Social Exchange in the EOR Emotions Aggregation of Individual-Level Effects to Organizational-Level Effects: Emotional Contagion Implications and Conclusions
Chapter 19 Managing Diversity Means Managing Differently: A Look at the Role of Racioethnicity in Perceptions of Organizational Support
Current Diversity Trends How Racioethnic Diversity Influences Perceptions of Organizational Support Research Implications Managerial Implications Conclusion
Chapter 20 Why Work Teams Fail in Organizations: Myths and Advice
Teamwork, Team Theories, and the EOR The Myths of Teamwork Advice: Fostering Effective Teamwork Conclusion
Chapter 21 The Employee–Organization Relationship and the Scholar–Practitioner Divide
The Scholar–Practitioner Divide Integrating the Organization’s and the Employee’s Perspectives Conclusion
Chapter 22 Conclusion and Directions for Future Research
Examining Established Viewpoints The EOR and Its Impact Future Research Conclusion
Author Index Subject Index
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