PurposeThis paper examines the relationships that social and economic exchanges, two elements of the employee‐organization relationship (EOR), had with affective commitment, turnover intentions, employer trust, and altruism. The paper also aims to determine whether reciprocation wariness, reflecting fear of exploitation in reciprocation, moderated relationships that exchange elements had with outcomes.Design/methodology/approachA total of 453 employees of a large Korean electronics organization completed a survey on their work attitudes, behaviors, and demographic characteristics.FindingsResults showed that reciprocation wariness moderated relations that social exchange had with commitment, turnover intentions, and trust, and that economic exchange had with turnover intentions.Research limitations/implicationsThe significance of examining social and economic exchange and of developing conceptualizations of the EOR that incorporate individual differences is discussed.Practical implicationsOrganizational leaders need to consider how individuals may differ in responses to exchange elements of the EOR. Common assumptions about the EOR that social exchange is universally beneficial and that the necessity of economic exchange is accepted by all employees may not be accurate.Originality/valueNew theorizing and testing of the role of reciprocation wariness in the EOR contributes to an emerging literature on social and economic exchanges and how individuals may respond to these elements of the EOR.

The objectives of this study were to examine O'Reilly and Chatman's ( 1986) compliance, identification, and internalization scales, and to compare the latter measures to the OCQ. Two studies were completed. Findings from Study 1 indicated that: ( 1) Although reliable, the identification measure was redundant with the OCQ; ( 2) the internalization measure was reliable and valid in that most items strongly loaded upon a different factor than did items of all other measures; and ( 3) the compliance measure obtained some validity only after the removal of two of its items, but possessed weak reliability throughout the analysis. Study 2 examined the applicability of the reconstituted ( based upon findings from Study 1) OCQ, internaliza tion and compliance measures in a longitudinal model of the turnover process. Of the three measures, only the OCQ had a significant causal effect within the model. Implications of these findings are examined.

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This paper examines several sources of support for contact employees in service encounters. These sources of support, including organization support, supervisory support, and customer's participation, are proposed to affect the attitudes and behaviors of employees, and consequently affect customer's perceptions of employees' service quality. This study, which combines perceptions from customers and their contact employees, shows that three sources of support for employees contribute significantly to job satisfaction and employee service quality, while perceived organizational support and customer participation affect service effort. Also, the empirical results indicate that both employee service effort and job satisfaction play strong, central roles in determining customers' perceptions of employee service quality. They were found to be effective mediators linking employees' cognitive appraisal of various sources of support to service quality.