Organizational embeddedness and occupational embeddedness across career stages

This article proposes a theoretical framework to study organizational embeddedness and occupational embeddedness. Organizational embeddedness is the totality of forces (fit, links, and sacrifices) that keep people in their current organizations, while occupational embeddedness is the totality of forces (fit, links, and sacrifices) that keep people in their current occupations. The proposed framework identifies the antecedents of these parallel processes and when and why they can diverge. It also highlights the role that individuals’ career stages play in the embedding process. The article concludes with a discussion of avenues for future research on job turnover and occupation change and implications for management practice.     

Organizational and client commitment among contracted employees: A replication and extension with temporary workers

This study replicates and extends Coyle-Shapiro and Morrow’s study (Coyle-Shapiro, J.A.-M., & Morrow, P.C. 2006. Organizational and client commitment among contracted employees. Journal of Vocational Behavior, 28, 416-431) of organizational and client commitment among contracted employees. Our study focuses on temporary workers rather than long-term contracted employees, and also finds that perceived organizational support (POS) from a client organization indeed relates to affective organizational commitment towards the client. However, this study further suggests that client POS also relates to continuance commitment towards the client as well as affective and continuance commitment towards the temporary agency. Finally, temporary workers’ desire to pursue temporary work relates to affective commitment towards the temporary agency, but continuance commitment to the temporary agency is related to a preference for permanent employment.     

Socialization tactics, proactive behavior, and newcomer learning: Integrating socialization models

The purpose of the study was to examine how socialization processes (socialization tactics and proactive behavior) jointly affect socialization content (i.e., what newcomers learn) and adjustment. Longitudinal survey data from 150 business and engineering graduates during their first 7 months of work indicate that: (1) institutionalized socialization and proactive behavior are each associated with newcomer learning, (2) the socialization processes and learning are each associated with various forms of adjustment, and (3) the socialization processes are associated with adjustment, while controlling for learning. These findings suggest that how newcomers are socialized has substantive and symbolic value over and above what they actually learn.     

Les effets du soutien organisationnel,de la qualité de la relation leader membre et du soutien social sur l’engagement et les comportements de citoyenneté organisationnelle : le rôle modérateur de la pauvreté subjective

The purpose of this research was to determine whether perceived organizational support, leader membership exchange and social solidarity were related to employee commitment to the organization and to organizational citizenship behavior. A survey questionnaire measuring the relevant variables was sent to 276 employees from 3 organizations. The results of the study indicate that perceived organizational support, leader membership exchange and social solidarity were positively associated with affective organizational commitment and organizational citizenship behavior. Perceived organizational support is more strongly related to organizational citizenship behavior when poverty is low.     

D’un restaurant traditionnel à la mise en œuvre d’un restaurant « libéré » : impacts sur les métiers et le collectif de travail

The restaurant sector questions through the tensions and difficulties it encounters in order to retain employees. In order to cope with this, some managers are mobilizing managerial innovation. This action research exposes the effects on the trades and the work group of a reorganization of a traditional restaurant into a “freedom-form” company. Based on co-construction between researchers, employees and owners, and the use of qualitative methods (interviews, observations), the research presents the levers for more innovation and “happiness at work”. The study shows that the predispositions of the company and the attachment of employees to it were the essential motivating engine for imagining a new work organization.     

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.     

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.