The relationship between psychological contract breach and organizational commitment: Exchange imbalance as a moderator of the mediating role of violation

This study tested the mediating role of violation in the relationship between breach and both affective and continuance commitment and the extent to which this mediating role is moderated by exchange imbalance amongst a sample of 103 sales personnel. Results suggest that violation mediated the relationship between breach and commitment. Also, results suggest that perceived exchange imbalance moderates this mediating pathway: Low exchange imbalance increases the mediating role of violation in the case of affective commitment. On the other hand, exchange imbalance failed to moderate the mediating influence of violation in the case of continuance commitment. Results are discussed in view of the importance of a) including both measures of violation and breach in future studies and b) the role of social exchange in explaining psychological contract violation.     

Socially oriented values and reciprocity norm predict organizational commitment

The current research concerns the predictors and organizational outcomes of normative commitment in Chinese companies. In Study 1, using a semi-structured interview, we identified internalization of socially oriented value and reciprocity norm as two possible predictors of normative commitment. Survey results confirm the factorial independence of these two predictors. Study 2 examined the predictive relationship of these predictors with employee job satisfaction, turnover intention, in-role performance, and organizational citizenship behaviour (OCB). The results showed that value internalization predicts higher job satisfaction and weaker turnover intentions via normative commitment, whereas reciprocity predicts higher job satisfaction, weaker turnover intention, and more frequent display of OCB via normative commitment. These findings are discussed in terms of their implications for future research and management practices.     

Did Paul Get Luther Right?

Abstract : Did Paul and Luther proclaim the same gospel? Although Luther's understanding of the work of Christ and his idea of the “joyous exchange” between Christ and believers reflect many ideas that are foreign to Paul's thought, both agree on the heart of the gospel, namely, that justification is by faith alone, since “faith alone fulfills the law.” In Christ God graciously accepts sinners just as they are, so that as they live out of faith, trusting solely in God for forgiveness and new life, they may become the righteous people God desires that they be, not for God's sake, but for the sake of human beings themselves.     

Perceived organizational support, organizational commitment and psychological well-being: A longitudinal study

Using longitudinal data (N = 220), we examined the contribution of perceived organizational support and four mindsets of organizational commitment (affective, normative, perceived sacrifice associated with leaving and perceived lack of alternatives) to employee psychological well-being. In order to assess the contribution of support and commitment independently from workplace stressors, we controlled for the effects of role ambiguity, role conflict and role overload. Analyses showed affective organizational commitment to mediate a positive relationship between perceived organizational support and well-being. In addition, perceived organizational support negatively related to perceived lack of employment alternatives which, in turn, was negatively related to well-being. Normative commitment and perceived sacrifice associated with leaving were unrelated to well-being. The implications of these findings are discussed under the lenses of social exchange and conservation of resources theories.     

Does inequity aversion depend on a frustration effect? A test with capuchin monkeys (Cebus apella)

Brosnan and de Waal (Nature 425:297–299, 2003) reported that if a witness monkey saw a model monkey receive a high-value food, the witness was more inclined to reject a previously acceptable, but low-value food. Later work demonstrated that this alleged inequity aversion might be due to frustration induced by switching subjects from their role as models receiving a high-value food to the role of witnesses receiving a low-value food. In the present study, pairs of female capuchins exchanged a token for either a high- or a low-value food without switching their model–witness roles. Witnesses could exchange a token for a low-value food after an adjacent model had exchanged a token for the same food (Equity Condition) or for a high-value food (Inequity Condition). Failure- and latency-to-exchange measures showed that witnesses were unaffected by the food type offered to models (no inequity aversion). Moreover, models were unaffected by their history of food type offered (no frustration). These results join earlier work suggesting that alleged inequity effects depend on frustration-induction procedures. Furthermore, inequity effects sometimes fail to emerge because frustration induction in nonhuman primates is labile. This study complied with protocols approved by the Italian Health Ministry and all procedures were performed in full accordance with the European law on humane care and use of laboratory animals.     

组织内信任对员工建言行为的影响研究

知识经济对创新的追逐对组织员工的自主性及创造性提出了更高的要求。在学术界,包括进谏行为在内的员工角色外行为研究近来备受关注。进谏行为是不囿于身份的,以改善为目的,以变化为导向的言语行为。以社会交换理论为基础,通过对苏南地区379名企业员工的问卷调查,研究探索了组织内信任对进谏行为的影响。结果发现,对同事信任、直接上级信任和组织信任均能促进员工进谏,且对直接上级信任部分地通过对组织信任影响员工进谏。研究还发现,员工进谏行为与其自评的任务绩效存在正相关。     

Organizational identification and “currencies of exchange”: integrating social identity and social exchange perspectives

We integrate social exchange and social identity perspectives to propose and test the prediction that depending on their level of organizational identification, people may reciprocate the received organizational support using different “currencies of exchange”—reducing turnover intentions or, instead, engaging in extra‐role behavior. Specifically, the relationship of perceived organizational support (POS) with turnover intentions is proposed to be stronger with lower identification, whereas POS is proposed to be more closely related to extra‐role behavior with higher organizational identification. These predictions were supported in a cross‐sectional survey of N = 1,000 employees of a financial services firm. These results speak to the added value of integrating the social exchange perspective with its roots in applied psychology and the social identity perspective with its roots in social psychology in understanding the employee‐organization relationship.     

与领导关系好就能获得职业成功吗？一项调节的中介效应研究

采用结构化问卷, 在2个时点进行2轮问卷调查, 共收集到206份问卷。根据Edwards和Lambert (2007)推荐的程序, 检验了领导-部属交换与下属职业成功间的调节的中介效应模型。结果表明：(1)网络能力、人际影响、社会机敏性、外显真诚4种政治技能调节了领导-部属交换对下属职业成功的直接效应和总效应; (2)在上述4种政治技能的调节下, 心理授权在领导-部属交换与下属职业成功之间起着部分中介作用或完全中介作用; (3)人际影响调节了领导-部属交换对下属心理授权的作用, 外显真诚调节了心理授权对职业成功的作用。     

Deadly combinations: how leadership contexts undermine the activation and enactment of followers’ high core self-evaluations in performance

Employees with high core self-evaluations (CSE) generally perform well in their jobs. The enactment of CSE in performance occurs within contexts, and leadership is one form of context that influences the activation and expression of CSE. Drawing on theories of CSE and leader–member exchange (LMX), we characterized the leadership context as the interaction between leader CSE and LMX quality. Examination of 173 followers and their 31 leaders in a manufacturing organization showed a positive association between follower CSE and performance when the context comprised high leader CSE and high LMX. Conversely, leadership contexts comprising high leader CSE and low LMX, or low leader CSE and high LMX, resulted in a negative relationship between follower CSE and performance. We also show that low CSE followers have relatively high performance under some circumstances. Thus, we contribute to understanding how some leadership contexts undermine high CSE followers’ performance and promote low CSE followers’ performance.