Solidarity at Work During an Economic Crisis

Abstract

Solidarity behavior among employees is important to the effective functioning of organizations, particularly within the context of a crisis where adverse working conditions prevail. There is, however, a scarcity of knowledge in relation to the process by which solidarity behavior emerges in organizations. Using the lens of social exchange theory, this study examines how top-down employee communications and employee voice, as high-performance work practices, relate to horizontal (employee to employee) solidarity behavior. Based on two studies conducted within a year at the heart of the Greek crisis we found that the relationship between employee communications and horizontal solidarity behavior is mediated by employee voice. This paper advances our theoretical understanding of the construct of horizontal solidarity behavior, highlights the role of employee communications as an effective HR practice, and delineates the role of perceived employee voice in fostering support among co-workers and building workplace camaraderie.