Social exchange: Empirical examination of form and focus

Tekleab, Amanuel G.; Chiaburu, Dan S.

doi:10.1016/j.jbusres.2010.03.005

Cited by 107 publications

(100 citation statements)

References 47 publications

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“…Other variables, unaccounted for in our study, could possibly explain tactics' residual, direct relationship to newcomer adjustment. For example, other social exchange variables such as supervisor versus co‐worker support (Eisenberger, Stinglhamber, Vandenberghe, Sucharski, & Rhoades, ; Simosi, ) warrant attention as alternative mediators of socialization tactics (Tekleab & Chiaburu, ). Furthermore, additional analyses conducted on individuals excluded from the sample because they reported having more than 1 year of tenure at Time 1 and still remained in their organization over the course of the study ( N = 168) offer interesting perspectives for future research.…”

Section: Discussionmentioning

confidence: 99%

Organizational socialization tactics and newcomer adjustment: The mediating role of role clarity and affect‐based trust relationships

Lapointe

Vandenberghe

Boudrias

2014

J Occupat & Organ Psyc

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This study examines two routes through which organizational socialization tactics influence newcomers' adjustment: (1) through reducing job‐related uncertainty and (2) through the development of social‐exchange relationships with the supervisor and co‐workers. Consistent with predictions, our 3‐wave study of a sample of 224 newcomers found Time 2 role clarity, indicative of the uncertainty reduction route, to mediate a positive relationship between Time 1 socialization tactics and Time 3 self‐rated task performance. We also found Time 2 affect‐based trust towards supervisors and co‐workers, indicative of the social exchange route, to mediate a positive relationship between Time 1 socialization tactics and Time 3 affective organizational commitment. Taken together, our results suggest that uncertainty reduction and social exchange act as complementary routes during entry, with the former facilitating perceived work effectiveness and the latter explaining newcomers' psychological bond with the organization. Implications for future research and practice are discussed. Practitioner points The importance of trust in organizations is increasingly recognized. Our results suggest that affect‐based trust towards supervisors and co‐workers plays important roles in mediating the relationships between organizational socialization tactics and newcomer adjustment and, more particularly, newcomers' psychological bond with the organization. Role clarity was found to mediate the relationship between organizational socialization tactics and self‐rated task performance. Therefore, it seems more important to explain newcomers' perceived work effectiveness. This study's results emphasize the necessity for organizations to adopt a holistic approach to newcomer socialization, involving both learning processes and relationship‐building opportunities.

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Section: Discussionmentioning

confidence: 99%

Organizational socialization tactics and newcomer adjustment: The mediating role of role clarity and affect‐based trust relationships

Lapointe

Vandenberghe

Boudrias

2014

J Occupat & Organ Psyc

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“…One explanation for this result is that during bargaining, individuals seek reasons for, and try to convince themselves to accept the THE SIX EMOTIONAL STAGES OF ORGANIZATIONAL CHANGE 32 changes. It is at this point that individuals become oriented to the change and subsequently with their relationships with supervisors (Detert and Burris, 2007;Van Dyne et al, 2008), and the organization becomes a source of support for the individual during the process (Ng and Feldman, 2012;Ng and Sorensen, 2008;Tekleab and Chiaburu, 2011). If individuals intend to accept the changes, they will feel that the organization and their supervisors are supportive and therefore, at this stage, relationships with them should not worsen.…”

Section: The Six Emotional Stages Of Organizational Change 30mentioning

confidence: 99%

The six emotional stages of organizational change

Castillo

Fernández

Sallán

2018

Journal of OrgChange Mgmt

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Purpose: This work's purpose was to define a model that both describes the evolution of the emotional stages of individuals during perceived negative organizational change and explains the evolution of their behavioural patterns and the effects on relationships with social environments (family, friends, co-workers, supervisor and organization).Design/Methodology/Approach: A qualitative methodological research design was adopted, using individual interviews as the primary method of qualitative data collection. Fifteen people who experienced perceived negative organizational changes participated. Relationships with supervisors deteriorate during denial and anger and depression but remain stable during bargaining.Research limitations: Time's passage became an inconvenience accounted for during data collection. Over time, separate events can be confused, and nuances that were once determinants THE SIX EMOTIONAL STAGES OF ORGANIZATIONAL CHANGE 3 can be eliminated. Longitudinal studies at various stages of the change process would complement these results. Practical implications:These results can guide managers in foreseeing and anticipating actions that would reduce the emotional impact of organizational change and mitigate the impact of individuals' negative emotions on the organization.Originality: This paper extends existing theory about the strategies of coping and organizational changes.

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“…High exchange employeeorganization relationships result in high job satisfaction and organizational commitment (e.g. Conway and Briner 2005;Zhao et al 2007;Tekleab and Chiaburu 2011). Employees who feel valued and are satisfied with various aspects of their jobs reciprocate with positive attitudes and positive behavior (Eisenberger, Huntington, Hutchison and Sowa 1986;Wayne, Shore and Liden 1997;Cropanzano and Mitchell 2005;Tekleab and Chiaburu 2011).…”

Section: The Mediating Role Of Job Satisfactionmentioning

confidence: 99%

Work engagement, psychological contract breach and job satisfaction

Rayton

Yalabik

2014

The International Journal of Human Resource Management

242

198

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This study extends both Social Exchange Theory and the Job-Demands Resources model by examining the link between psychological contract breach (PCB) and work engagement, and by integrating job satisfaction into this exchange relationship. We argue that PCB reflects employees' feelings of resource loss, and that these feelings impact work engagement through their impact on job satisfaction. Levels of employee work engagement can therefore be viewed as reciprocation for the exchange content provided by employers. We conduct structural equation modeling on longitudinal survey data from 191 employees, and our results suggest that the negative effect of psychological contract breach on work engagement is mediated by job satisfaction. Employee engagement is a growing academic research area with particular resonance for practitioners and governments (e.g. MacLeod and Clarke 2009; Rayton, Dodge and D'Analeze 2012). However, engagement has relatively recently become the subject of study as a distinct construct in the academic literature, and the antecedents and consequences of engagement are not yet sufficiently developed either theoretically or empirically (Robinson, Perryman and Hayday 2004; Torraco 2005; Smith 2006; Macey and Schneider 2008). Understanding the antecedents and consequences of employee engagement is important for organizations because a disengaged workforce is costly (e.g. Fleming, Coffman, and Harter 2005; MacLeod and Clarke 2009; Rayton et al. 2012). The combination of the popularity and importance of engagement with the current lack of academic understanding creates a need for clarification of the factors that drive employee engagement (Robinson et al. 2004; Saks 2006; Bakker and Schaufeli 2008; Macey and Schneider 2008).Our study contributes to the on-going debate about the drivers of employee engagement in organizations through examination of an exchange relationship in the specialist lending division of a UK bank. We make two specific contributions. First, this is the first study to examine the impact of feelings of resource loss, i.e. psychological contract breach (PCB), on work engagement. Second, we propose and test the hypothesis that job satisfaction mediates the relationship between PCB and work engagement. By analyzing the links between PCB, job satisfaction and work engagement, our study extends both Social Exchange Theory (SET) and the Job Demands-Resources (JD-R) model. PCB is one of the central concepts of SET (Conway and Briner 2005). Zhao, Wayne, Glibkowski, and Bravo (2007, p.649) defines breach as "the cognitive evaluation that one's

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Social exchange: Empirical examination of form and focus

Cited by 107 publications

References 47 publications

Organizational socialization tactics and newcomer adjustment: The mediating role of role clarity and affect‐based trust relationships

Organizational socialization tactics and newcomer adjustment: The mediating role of role clarity and affect‐based trust relationships

The six emotional stages of organizational change

Work engagement, psychological contract breach and job satisfaction

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