A framework for the analysis of partnership at work is presented, emphasizing the principles, practices and outcomes of partnership. A survey using matched samples of 54 UK management and employee representatives found a link between partnership principles and practices, between practices and ratings of employee attitudes and behaviour, between these and estimates of positive employment relations and quality and productivity, finally between productivity and sales and profitability. The findings support a mutual gains model but show that the balance of advantage is skewed towards management and reflects generally low management trust in employee representatives. Copyright Blackwell Publishers Ltd/London School of Economics 2001.

The authors provide an up‐to‐date theoretically based qualitative review of research dealing with the relationship between HRM, employee well‐being, and individual/organisational performance (HRM‐WB‐IOP research). The review is based on a systematic critical analysis of all HRM‐WB‐IOP studies (N = 46) published in 13 core HRM and management journals in the 2000 to 2018 period. The authors first identify different theoretical models of the HRM‐WB‐IOP relationship, which they then use to map research in the area. The results show that mutual gains conceptualisations play a dominant role in extant HRM‐WB‐IOP research, at the expense of alternative conflicting outcomes and mutual losses models, which are also shown to receive very limited empirical support across the 46 studies. As part of this mapping exercise, the authors identify important knowledge gaps in the area and conclude by setting out a number of key recommendations for future research to address these gaps.

This study involves a multifoci analysis of antecedents and outcomes of organizational identification (OID), within a dual-organizational identity context. We investigate links between perceived organizational support (POS), OID, organizational involvement, and turnover intention with 736 employees from a UK National Health Service (NHS) Trust. Using Structural Equation Models (SEM), we analyzed models using the Trust and the NHS as organizational foci. With both Trust and NHS foci, POS had a positive effect on identification which, in turn, predicted both outcomes. Organizational support showed a direct and an indirect effect on outcomes through OID. Generally the effects were foci specific, though limited downward crossfoci effects were found.

SummaryResearch on the relationship between perceived organizational support (POS) and affective organizational commitment (AC) has primarily adopted a social exchange perspective. In this study we considered complementary socio-emotional explanations of the POS-AC relationship. We focused on the mediating role of organization-based self-esteem (OBSE) and tested competing models of the POS-OBSE-AC relationship separately on data from two Korean banks that experienced different levels of downsizing following the 1997 Korean financial crisis. We further extended the analysis by examining the extent to which the relationship between POS and OBSE and AC, respectively, was affected by employees' perceived sense of job insecurity in the two banks. The results showed that OBSE was a significant mediator of the POS-AC relationship in both organizations. POS, however, also retained a strong independent direct effect on commitment. Moreover, as expected, perceived job insecurity tended to attenuate the POS-OBSE relationship, but augmented the direct relationship between perceived organizational support and affective commitment.