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The Employee-Organization Relationship : Applications for the 21st Century.
""Employee-organization relationship"" is an overarching term that describes the relationship between the employee and the organization. It encompasses psychological contracts, perceived organizational support, and the employment relationship. Remarkable progress has been made in...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken :
Taylor & Francis,
2012.
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| Colección: | Series in applied psychology.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- The Employee-Organization Relationship Applications for the 21st Century; Copyright; Contents; Series Foreword; Preface; About the Editors; About the Contributors; Chapter 1 Expanding the Boundaries and Challenging the Assumptions of the Employee-Organization Relationship Literature; Current Status of EOR Theory; How the Book Is Organized: Gaps in the Literature; PART 1 New Ways of Thinking About the Employee-Organization Relationship; Chapter 2 Is the Employee-Organization Relationship Misspecified? The Centrality of Tribes in Experiencing the Organization; The Organization as Context.
- The Roles of Tribe Members: Focal Individual, Manager, and PeersThe Psychological Convergence of Tribe and Organization; Discussion; Chapter 3 The Employee-Organization Relationship and Ethics: When It Comes to Ethical Behavior, Who Is the Organization and Why Does It Matter?; Top Management, Supervisor, and Coworker Influences on Employee Ethics; Top Management, Supervisors, and Coworkers: Who Exerts the Strongest Influence?; Implications for EOR and Ethics Researchers; Looking to the Future; Conclusion; Chapter 4 Social Identity-Based Leadership and the Employee-Organization Relationship.
- Leadership and the Employment Relationship: Social Exchange or Social Identity?Advantages of Social Identity-Based Leadership; Leaders as Entrepreneurs of Identity: Motivating by Shaping Who We Are; Where Do the Cultural Universals Stop and the Cultural Specifics Begin?; Conclusion; Chapter 5 Resource Commensurability and Ideological Elements of the Exchange Relationship; Introduction; Theoretical Development; Chapter 6 Perceived Organizational Cruelty: An Expansion of the Negative Employee-Organization Relationship Domain; Definition of Perceived Organizational Cruelty.
- Comparison of POC and Other Negative EOR ConceptsA Model of POC; Antecedents of POC; Outcomes of POC; Moderators; Conclusion and Future Research; Chapter 7 Assumptions in Employee-Organization Relationship Research: A Critical Perspective From the Study of Volunteers; A Few Things Volunteers Can Teach Us About Employee-Organizational Relationships; Volunteer-Organization Relationships; Assumption 1: The EOR Is Clear to Employees; Assumption 2: The EOR Is Driven by How the Organization Treats Participants; Assumption 3: Participants Are Dependent on Their Organization.
- Assumption 4: The Organization Is Not UnderstaffedAssumption 5: Participants Understand Their Participation as an Inducement-Contribution Exchange; Conclusions; PART 2 Putting the "R" Back in the EOR; Chapter 8 Can the Organizational Career Survive? An Evaluation Within a Social Exchange Perspective; Introduction; The Career From a Social Exchange Perspective; The Changing Context of Careers and Career Management; The Case for Retaining the Organizational Career; The New Career; Have Organizational Careers Survived?