The results of the current study supported the general hypothesis that individuals who were different from others in a social unit on demographic attributes reported lower organizational attachment.However, contrary to the specific hypotheses on race and gender, the effect was stronger for whites and males than for non-whites and females.

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The current study extends the concept of relational demography by considering both demographic similarities and demographic dissimilarities in supervisor-subordinate dyads. We further examined the effects of relational demography on both basic task performance and extra-role behaviors of the subordinates. We propose that demographic similarity, which engenders attraction, will be associated with extra-role behavior but not with basic task performance. We further propose that demographic dissimilarities that are consistent with relational norms will be associated with both types of performance. We tested these ideas on 335 supervisor-subordinate dyads in 10 US companies and found reasonable support for both hypotheses. We discuss the implications of these findings for future research on organizational demography and management of demographic differences that are inconsistent with social cultural norms. K E Y W O R D Sdemographic differences demographic similarity employee performance organizational demography relational demography similarity attraction Over the last 15 years, a large number of empirical studies have been conducted that documented the effect of demographic similarities or differences among two or more employees. Outcomes examined include turnover (Wagner et al., 1984), cohesion , conflict (Pelled et al.,

The adoption of telecommuting raises concerns for both managers and employees: Remote supervision presents monitoring challenges, while physical isolation may impede the employee's opportunity for, and involvement in, determining valued organizational outcomes (organizational justice). This study of 191 employees examined the relationships among telecommuting, organizational monitoring strategies, and organizational justice perceptions. Results suggest that monitoring strategies were more strongly associated with organizational justice perceptions than with telecommuting, and procedural and interactional justice perceptions related significantly to telecommuting. We provide implications, limitations, and ideas for future research.

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