Alternative Approaches to the Employee-Organization Relationship: Does Investment in Employees Pay Off?

Tsui, Anne S.; Pearce, Jone L.; Porter, Lyman W.; Tripoli, Angela M.

doi:10.5465/256928

Cited by 756 publications

(950 citation statements)

References 23 publications

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“…Coworker support was measured using seven items from Tsui, Pearce, and Tripoli (1997) and added one item that asked directly for employees' thoughts about their coworker support. The object of the item was changed refer to coworkers from supervisors.…”

Section: Methodsmentioning

confidence: 99%

Sharing my knowledge? An interactional perspective

Lee

Yoo²,

Yun

2015

Journal of Managerial Psychology

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Purpose – The purpose of this paper is to identify factors that facilitate individual knowledge sharing. Specifically, the authors investigated the roles of coworker support and individual characteristics, i.e., exchange ideology and learning orientation on knowledge sharing. Design/methodology/approach – Data were collected from questionnaires distributed to employees and their direct supervisors in two companies in South Korea. Hierarchical regression analyses and simple slope test were performed to test the hypotheses. Findings – Coworker support and learning orientation is positively but exchange ideology is negatively related to knowledge sharing. Furthermore, when coworker support is low, knowledge sharing is mainly dependent on each individual’s characteristics. However, when coworker support is high, employees showed high level of knowledge sharing irrespective of their individual characteristics. Research limitations/implications – This study suggested that the support from coworker as well as individuals’ characteristics plays an important role in determining their knowledge sharing behaviors. Moreover, the authors found the significant interaction effects of coworker support and individual characteristics on knowledge sharing, drawing on insights from trait activation theory. Practical implications – For organizations to encourage individual knowledge sharing behaviors, they may need to maintain the work environment that encourages the peer workers to support each other. Originality/value – Although many actions have been adopted to foster knowledge management in organizations, employees may still be reluctant to share their knowledge. This paper highlights not only the main effects of coworker support and individual differences but also the interaction effect between them in facilitating knowledge sharing.

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Section: Methodsmentioning

confidence: 99%

Sharing my knowledge? An interactional perspective

Lee

Yoo²,

Yun

2015

Journal of Managerial Psychology

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“…According to Tsui, Pearce, Porter, and Tripoli (1997), EOR refers to an approach that an organization takes with its employees, or the employer's definition of the employment relationship, which is created from a bundle of human resource management practices. By taking the employer's perspective, we do not imply that employees have no influence on this relationship.…”

Section: The Employee-organization Relationship and Trustmentioning

confidence: 99%

How do I trust thee? The employee‐organization relationship, supervisory support, and middle manager trust in the organization

Zhang

Tsui

Song

et al. 2008

Human Resource Management

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181

127

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Given the assumption that most employers would like to gain the trust of their employees, what would initiate this trust? This study explores the joint role of the employee‐organization relationship (EOR) and supervisory support in initiating trust among middle managers. The results from a study of 545 middle managers in China show that both EOR and supervisory support are important in creating trust, with supervisory support having a stronger influence than EOR. Further, supervisors play a synergistic role by accentuating the positive influence of the mutual investment EOR approach and attenuating the negative influence of the quasi‐spot contract EOR with the managers. Results reinforce the importance of both formal structure and social processes in cultivating employee trust in the organization. We discuss implications of these findings for future research and human resource management practices. © 2008 Wiley Periodicals, Inc.

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“…Bartol et Locke (2000) considèrent aussi que les chercheurs devraient tenter de répondre à la question suivante : comment la rémunéra-tion variable va-t-elle se traduire en de meilleures performances individuelles et collectives ? Plus précisément, ils devraient analyser le processus par lequel la rémunération variable améliore divers indicateurs de performance tant au niveau individuel qu'au niveau collectif en s'appuyant sur des concepts d'investissement mutuel (Tsui et al, 1997), de comportements de bons citoyens (Organ, 1988;Podsakoff et al, 1993;Schnake, 1991). En outre, les chercheurs peuvent poursuivre les efforts de recherche privilé-giant l'analyse des incidences des perceptions de justice à l'égard de la rémunération au mérite (Folger et Konovsky, 1989;St-Onge, 2000;Salimäki et Jämsén, 2010;Terpstra et Honoree, 2005).…”

Section: Conclusion Et Avenues De Rechercheunclassified

La rémunération au mérite dans le secteur public : bilan des connaissances et avenues de recherche

St‐Onge

Buisson

2012

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Après avoir décrit ce que le secteur public des États-Unis, de l’Angleterre et de la France font en matière de rémunération basée sur la performance individuelle, nous présentons une synthèse des études sur ses incidences Se pose alors la question : pourquoi de nombreux États persistent à adopter et à maintenir la rémunération au mérite alors qu’elle comporte des limites semblables à celles qui ont été identifiées dans le secteur privé mais qu’en sus, le secteur public présente des contraintes particulières additionnelles ? Pour expliquer ce paradoxe, nous recourons aux perspectives des théories institutionnelle et conventionnaliste.

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Alternative Approaches to the Employee-Organization Relationship: Does Investment in Employees Pay Off?

Cited by 756 publications

References 23 publications

Sharing my knowledge? An interactional perspective

Sharing my knowledge? An interactional perspective

How do I trust thee? The employee‐organization relationship, supervisory support, and middle manager trust in the organization

La rémunération au mérite dans le secteur public : bilan des connaissances et avenues de recherche

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