Perceived organizational support as a mediator between relational exchange and organizational identification

Using cross-level data from 364 supervisor–subordinate dyads, we examined how relational exchange quality, perceived organizational support (POS), and organizational identification interrelate. We found subordinate POS mediates the relationship between leader-member exchange (i.e., LMX) and organizational identification. We also found the relational context matters—namely, the immediate supervisor’s relationship with his or her manager (i.e., leader–leader exchange, LLX). Our findings suggest higher quality LLX creates a spillover of resources and reduces the negative association between lower quality LMX and POS. Our study extends both social exchange and social identity theories. First, we delineate how relational exchange quality associates with one’s identity in the organization—placing POS as an integrative mechanism between exchange and identity. Second, we expand the purview of social exchange theory by including other proximal (and interpersonal) relationships as context for social exchange between the individual and organization. Limitations, future research directions, and practical implications are also discussed.     

Relational accommodation in negotiation: Effects of egalitarianism and gender on economic efficiency and relational capital

Highly relational contexts can have costs as well as benefits. Researchers theorize that negotiating dyads in which both parties hold highly relational goals or views of themselves are prone to relational accommodation, a dynamic resulting in inefficient economic outcomes yet high levels of relational capital. Previous research has provided only indirect empirical support for this theory. The present study fills this gap by demonstrating the divergent effects of egalitarianism on economic efficiency and relational capital in negotiation. Dyads engaged in a simulated employment negotiation among strangers within a company that was described as either egalitarian or hierarchical. As hypothesized, dyads assigned to the egalitarian condition reached less efficient economic outcomes yet had higher relational capital than dyads assigned to the hierarchical condition. Negotiations occurring between females resulted in lower joint economic outcomes than negotiations occurring between males. Results are consistent with the theory of relational self-construal in negotiation.     

家长式领导与员工建言行为：组织认同的中介作用

为探讨家长式领导对员工建言行为的影响,并考察组织认同在其中的作用机制,采用家长式领导、组织认同、建言行为三个量表对316名员工进行测量,层次回归分析和Bootstrap检验的结果表明：（1）家长式领导的三个维度均对建言行为有显著正向预测作用;（2）组织认同对抑制性建言和促进性建言均有显著正向预测作用;（3）组织认同分别在仁慈领导、德行领导与建言行为之间起部分中介作用。     

企业员工组织公正感与组织公民行为的关系

本研究采用组织公正感问卷和组织公民行为问卷对219名企业员工进行调查,以考察在当前社会背景中,企业员工组织公正感和组织公民行为的现状,并运用相关、回归分析等统计学方法对其内在关系进行分析,结果表明组织公正感及其因子(分配公正、程序公正和互动公正)与组织公民行为之间呈现出显著的正相关.进一步的回归分析表明,组织公正感对组织公民行为的具有积极的预测作用.     

技术人员的主管承诺现状的研究

本研究以南京市338名技术人员为调查对象,以香港陈振雄的主管承诺量表为研究工具,调查了技术人员的主管承诺现状,并考察性别、受教育水平和所在企业性质在主管承诺上的差异。结果表明,技术人员的主管承诺水平较高(M=3.2329±0.78922);不同性别的技术人员在主管承诺上不存在显著差异(P>0.05);具有大学教育程度的人员主管承诺水平显著低于其他教育水平的人员(P<0.001);国企中的技术人员主管承诺水平显著最高(P<0.001)。     

Exploring the neural basis of fairness: A model of neuro-organizational justice

Drawing from the literature in neuroeconomics, organizational justice, and social cognitive neuroscience, I propose a model of neuro-organizational justice that explores the role of the brain in how people form fairness judgments and react to situations of fairness and/or unfairness in organizations. The model integrates three levels of analysis: (a) behavioral, (b) mental (cognitive and emotional), and (c) neural. The behavioral level deals with motivated actions displayed by the individual; the mental level deals with information processing mechanisms and emotional arousal; and the neural level concerns the brain systems instantiating mental processes. The paper also describes a fairness theory of mind that could help managers improve their ability to create fair working environments. The model’s implications for further research and management practice are discussed.     

Social comparison processes in an organizational context: New directions

The goal of this article is to frame some new directions to social comparison research in organizational settings. Four themes are developed. First, we examine the role of organizational variables in shaping the basic sub processes in social comparison, such as the selection of referents. The second theme focuses on the meaning of level of analysis in social comparison processes. The third theme develops how time can enhance our understanding of social comparison. Lastly, we explore some methodological issues inherent in the three prior themes.     

Social comparison processes in organizations

We systematically analyze the role of social comparison processes in organizations. Specifically, we describe how social comparison processes have been used to explain six key areas of organizational inquiry: (1) organizational justice, (2) performance appraisal, (3) virtual work environments, (4) affective behavior in the workplace, (5) stress, and (6) leadership. Additionally, we describe how unique contextual factors in organizations offer new insight into two widely studied sub-processes of social comparison, acquiring social information and thinking about that information. Our analyses underscore the merit of integrating organizational phenomena and social comparison processes in future research and theory.     

Social-identity functions of attraction to organizations

This article examines the self-presentation goals that underlie attraction to organizations. Expanding on Lievens and Highhouse’s (2003) instrumental vs. symbolic classification of corporate attributes, a theory of symbolic attraction is presented that posits social-identity consciousness as a moderator of the relation between symbolic inferences about organizations (e.g., this company is dynamic and innovative) and attraction to those organizations. A measure of social-identity consciousness is developed, and a series of studies confirmed two dimensions, labeled concern for social adjustment and concern for value expression. Preliminary evidence supports the validity of the measure and its role in moderating attraction to symbolic features of well-known firms.     

Job Embeddedness in a Culturally Diverse Environment

The demographic composition of the workforce is changing, with an increase in the participation of minorities. Numerous studies center their attention on the inclusion of minorities, but variation in turnover of a culturally diverse workforce has not received much attention. Forecasts indicate that by 2020 Hispanic presence will increase 60% nationwide. Given these trends, it is critical that management scholars examine the impact of Hispanic cultural factors on important organizational outcomes such as voluntary turnover. This paper assesses whether there are significant differences between Hispanics and Caucasians with respect to job embeddedness and voluntary turnover. The findings suggest that job embeddedness is a robust predictor of employee retention across diverse populations. Portions of this research were submitted by Carlos M. Mallol in partial fulfillment of requirements for his doctoral degree. A preliminary version of this article was presented at the 2003 Academy of International Business Conference.