Is the Employee–Organization Relationship Misspecified? The Centrality of Tribes in Experiencing the Organization
Document Type
Contribution to Book
Language
eng
Publication Date
2012
Publisher
Taylor & Francis (Routledge)
Source Publication
The Employee-Organization Relationship
Source ISSN
9781136493287
Abstract
Research on the employee-organization relationship (EOR) has focused largely on the nature of the exchange process between the employee and organization (Coyle-Shapiro & Shore, 2007). An exchange-based relationship forms when the employee and organization reciprocally bestow benefits on one another, leading to an ongoing sense of “mutual obligation” (Coyle-Shapiro & Shore, 2007, p. 167). The notion of exchange in the EOR has sparked a great deal of research over the last 20 years, particularly on psychological contracts, perceived organizational support, leader-member exchange, and the employment relationship (Shore, Tetrick, Taylor, et al., 2004). Individuals’ attitudes toward the quality of the EOR are reflected in such concepts as organizational commitment, loyalty, organizational identification, and withdrawal cognitions.
Recommended Citation
Ashforth, Blake E. and Rogers, Kristie M., "Is the Employee–Organization Relationship Misspecified? The Centrality of Tribes in Experiencing the Organization" (2012). Management Faculty Research and Publications. 311.
https://epublications.marquette.edu/mgmt_fac/311
Comments
"Is the Employee-Organization Relationship Misspecified? The Centrality of Tribes in Experiencing the Organization," The Employee-Organization Relationship. Lynn M. Shore, Jacqueline A-M. Coyle Shapiro and Lois E. Tetrick. New York: Taylor & Francis (Routledge), 2012. DOI.