Toward a Theory of Reinstatement: Seven Motivations for Reinstatement as Relationship Repair

McCarter, Matthew W.; Caza, Arran

doi:10.1007/s10672-009-9131-5

Cited by 4 publications

(3 citation statements)

References 75 publications

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“…Finally, as a result, is "repaired" trust substantively different from "pristine" trust-that is, is trust which has been repaired in some way more substantively complex, durable, vigilant, "wise," and less susceptible to subsequent violation (by the same actor or other actors)? Relatedly, we would direct readers' attention to McCarter and Caza's (2010) arguments regarding the nature of reinstatement. A better and more precise metaphor for trust repair is required.…”

Section: Conclusion and Directions For Future Researchmentioning

confidence: 99%

Repairing and Enhancing Trust:Approaches to Reducing Organizational Trust Deficits

Kramer¹,

Lewicki

2010

The Academy of Management Annals

168

133

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du Organizational scholars have long touted the myriad benefits of trust for organizational functioning and performance. Recent surveys, however, document pervasive deficits in such trust. This article addresses the important topic of reducing these deficits. Our attack on this problem is two pronged. First, we examine approaches to repairing damaged trust within organizational settings. Specifically, we assess the state of organizational theory and knowledge regarding effective approaches to trust repair after internal or external events have weakened or damaged trust in an organization. We define what is meant by trust repair, review the most common ways that trust is broken, and then explore the three major approaches that have received the most attention in trust-repair research. We then address the question of how

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Section: Conclusion and Directions For Future Researchmentioning

confidence: 99%

Repairing and Enhancing Trust:Approaches to Reducing Organizational Trust Deficits

Kramer¹,

Lewicki

2010

The Academy of Management Annals

168

133

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“…Alternatively, in the case of involuntary exits, the process of actually severing the employment relationship, which is typically done by a managing supervisor, can be tremendously unpleasant, difficult, and depressing for supervisors (O'Reilly III & Weitz, 1980). Managers, in fact, may reinstate dismissed employees back for a last chance either because of a perceived normative obligation to all their employees or unionnegotiated reasons (Bamberger & Donahue, 1999;McCarter & Caza, 2010).…”

Section: Halted Exit Transitionsmentioning

confidence: 99%

The paths from insider to outsider: A review of employee exit transitions

Klotz

Swider

Shao

et al. 2020

Human Resource Management

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Employees' roles as organizational members often do not end immediately after they have made the decision to leave or it has been made for them. Instead, this decision serves as a turning point initiating an exit transition process. The purpose of this article is to consolidate prior scholarship in order to gain an understanding of the state of the science, as it pertains to exit transitions. Our literature review yielded almost 200 articles that have directly or indirectly studied the exit transition process. In organizing the insights from these studies, four categories of exit transition scholarship emerged—exit transitions in the context of voluntary turnover, involuntary turnover, temporary transitions, and top management exits. Moreover, our review indicated that exit transitions are shaped by three critical forces—the permanence of the transition, the magnitude of the identity change associated with the exit, and the organizational impact of the exit. We review research on each of the four categories and show how each type of transition is shaped by these forces. Finally, we turn our focus to the future of work and discuss how changes in the way that work is structured may alter the study of employee exit transitions in the future.

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“…These directions include explicating the antecedents and consequences of discretion in each domain, as there are likely to be important differences among the factors that influence the recognition and use of discretion in particular domains (e.g. Huang et al, 2010;McCarter and Caza, 2009;Pieterse et al, 2010), as well as how individuals respond to the exercise of discretion in each domain (e.g. Bryant et al, 2010;Haar and Spell, 2009;Yukl and Fu, 1999).…”

Section: Contributions Towards a Mature Theory Of Discretionmentioning

confidence: 99%

Typology of the Eight Domains of Discretion in Organizations

Caza

2011

J Management Studies

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Discretion (an individual's latitude of action) is a fundamental element of work, with extensive individual and organizational consequences. Research has demonstrated the importance of discretion, but there is not yet a mature theory of discretion in organizations. Towards that end, this paper derives a multidimensional typology of discretion in organizations, integrating previous empirical results and archival interview data. It is found that discretion comprises eight distinct domains. This eight-part typology casts new light on previous findings and contributes towards a mature theory of discretion. This article discusses the circumplex structure of the eight domains and their potential utility in characterizing fundamental aspects of work.

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Toward a Theory of Reinstatement: Seven Motivations for Reinstatement as Relationship Repair

Cited by 4 publications

References 75 publications

Repairing and Enhancing Trust:Approaches to Reducing Organizational Trust Deficits

Repairing and Enhancing Trust:Approaches to Reducing Organizational Trust Deficits

The paths from insider to outsider: A review of employee exit transitions

Typology of the Eight Domains of Discretion in Organizations

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