Employee-organization Relationship Research Articles

Contextualizing Motivating Language to Corporate Social Responsibility (CSR): How Leader Motivating Language Affects Employees’ CSR Engagement and Employee–Organization Relationships

Drawing on motivating language theory (MLT), this paper aims to demonstrate the effects of strategic leader speech in the context of internal corporate social responsibility (CSR) communication. Specifically, the study (1) examines how leader motivating language strategies used in CSR communication influence employees’ CSR engagement and employee–organization relationships (EORs) and (2) identifies the mediator explaining the underlying psychological mechanism of the effects. Structural equation modeling was performed on a sample of 406 participants who are full-time and part-time employees in the U.S. The results showed that leader motivating language was positively associated with employees’ CSR engagement and EOR quality. Such relationships were significantly mediated by person–organization (PO) fit. This study advances CSR research and practice by explicating the impact of leaders’ oral communication in constructing employees’ CSR experiences and relationships with the employer.

Employee perceptions of ethical listening in U.S. organizations

Through a national online survey with 300 U.S. employees, this study revealed that nonmanagers and women are not satisfied with their organization’s listening efforts. Using the lens of employee-organization relationship theory, problematic issues were identified related to transparency, communication climate, and employee silence. Some of the barriers to effective listening were limited ability to share insights from listening with supervisors and other employees, poor or absent training for collecting and analyzing intelligence that can be gained from listening, and employees who were unwilling to speak up due to perceptions that management was not sincerely interested in what they have to say. Implications for theory and practice are discussed.

Employees’ Communicative Behaviors in Response to Emotional Exhaustion: The Moderating Role of Transparent Communication

ABSTRACT On the basis of the literature across various strategic communication disciplines, including organizational communication, business, and public relations, this study examined the role of employees’ emotional exhaustion in the workplace in influencing their communicative behaviors. Moreover, this study identified the effective communication strategy to such exhausted employees. Results of an online survey among full-time employees in the U.S. showed that employees who experience emotional exhaustion at work are less likely to have a favorable employee–organization relationship (EOR), resulting in less advocative behavior and more adversarial behavior toward the organization. As a moderator, transparent internal communication played a significant role in mitigating the negative effect of emotional exhaustion on EOR and advocative behavior. However, transparent communication did not have a significant moderating effect between EOR and employees’ adversarial behavior. Theoretical and practical implications for strategic internal communication are discussed.

Leadership and Internal Communication: Linking Servant Leadership, Communication Satisfaction, and Employee Advocacy

ABSTRACT To fill the research gap and expand the body of knowledge on leadership and internal communication, the current study is among the first that investigates the effect of servant leadership on employee advocacy through the mediating role of communication satisfaction and employee-organization relationships (EORs). Through a web survey of 777 employees working in medium and large organizations in the United States, the study confirmed the relationship between servant leadership and communication satisfaction, and that supervisory communication satisfaction is positively related to EORs. Additionally, the study provides empirical evidence for the relationship between servant leadership and employee advocacy. Theoretical and practical implications are discussed.

Exploring the interrelationship and roles of employee–organization relationship outcomes between symmetrical internal communication and employee job engagement

PurposeThis paper aims to investigate how employee–organization relationship (EOR) outcomes – types and qualities – are interrelated and how employees' perceptions of types (exchange and communal EORs) and qualities (trust, satisfaction, commitment, and control mutuality) play a role in their evaluations of symmetrical internal communication (SIC) and employee job engagement (EJE).Design/methodology/approachThis study conducted an online survey of full-time employees (N = 804) from major US industries. This study performed a confirmatory factor analysis to check the validity and reliability of the measurement model using latent variables and then conducted structural equation modeling.FindingsThe findings demonstrate that employees' perceptions of both exchange and communal EORs are associated with each of the four EOR qualities. The results also show that only communal EORs have a significant relationship with perceived SIC and that employees' perceptions about one of the EOR quality indicator, satisfaction with an organization, has a significant association with their perceived EJE.Originality/valueThis study contributes to relationship management theory within the internal context by examining the interrelationship between each of the EOR types and qualities that are perceived by employees. This paper also suggests the practical importance of developing not only communal but also exchange EORs to enhance EOR quality. Additionally, the results imply that SIC programs could help to enhance employees' perceptions of communal EORs and employees could be engaged in their workplace when they are satisfied with their organizations.

Why does listening matter inside the organization? The impact of internal listening on employee-organization relationships

ABSTRACT This study examined whether and how listening in the internal communication context may influence the quality of employee-organization relationships. This study proposed employee psychological need satisfaction as the potential underlying mechanism that mediates the relationship between internal listening and employee relational outcomes. An online survey was conducted with 443 employees across various industries in the United States. The key findings of this study showed that employee perceptions of internal organizational listening were positively associated with employees’ perceived relationships with their organization. In addition, employee psychological need satisfaction positively mediated the effects of both organizational and supervisory listening on the quality of employee-organization relationships. This study advances the theorizing of listening from an internal communication perspective and contributes to the growing body of knowledge in relationship management.

Do CSR Perceptions Influence Work Outcomes in the Health Care Sector? The Mediating Role of Organizational Identification and Employee Attachment

A limited number of studies have emphasized the importance of corporate social responsibility (CSR) implementation in the health care sector. Based on social exchange theory and social identity theory, this paper examines the relationships between employees’ CSR perceptions, employee attachment, organizational identification, corporate reputation, employee organization relationship, and extra-role performance utilizing structural equation modeling. Data were obtained from Lebanese health care workers in private hospitals in two questionnaires. The results indicate that CSR perceptions positively affect employee attachment and organizational identification. Moreover, employees’ CSR perceptions positively affect work outcomes directly and indirectly via employee attachment. On the other hand, although organizational identification has a negative but significant relationship with employee organization relationships, it does not significantly influence corporate reputation and extra-role performance. Examining the two intervening variables that link CSR to work outcomes provides theoretical and practical implications. Contributions to health care management literature, as well as future research recommendations, are also presented.

Can organizations guide employees' social media behavior? The benefits of incentive rather than restrictive social media guidelines

PurposeThe purpose of this paper is to examine the effectiveness of social media guidelines (SMGs), as well as their impact on control mutuality, a sub-dimension of the organization–employee relationship (OER). A total of two studies compare guidelines with a focus that is either predominantly incentive or restrictive. In addition, they investigate the moderating effect of guideline writing style and enforcement.Design/methodology/approachIn total, two online experiments were conducted among Belgian employees. Participants read a social media policy manipulated in terms of focus (restrictive vs incentive) and style (conversational vs corporate; Study 1) or enforcement (signature requested vs not requested; Study 2).FindingsIncentive guidelines increase employee branding behavior more than their restrictive counterparts, while also safeguarding employees' perceived control mutuality. However, solid SMGs will not compensate for an organization's bad reputation among employees. The guidelines' style and manner of enforcement did not seem to matter.Practical implicationsCommunication executives can use our findings to draft SMGs in a way that increases opportunities (e.g. ambassadorship) and reduces risks (e.g. criticism) associated with employee social media use.Originality/valuePrior research on SMGs is predominantly descriptive and focused on the organizational perspective. This research paper contributes to both theory and practice by studying the causal impact of these guidelines on employees.

Factors determining employee career success in the Chinese hotel industry: A perspective of Job-Demand Resources theory

This present study examines the relationship among competency development, empowering leadership, employee-organisation relationship, psychological flexibility and career success in the Chinese hotel industry. Using the survey data of 560 employees working in 45 hotels, the salient results of PLS-SEM suggest that the interplays of competency development and empowering leadership significantly enhance the employee-organisation relationship and career success. Empowering leadership also significantly affects the competency development of the employee. Furthermore, this study highlighted that the impact of psychological flexibility is much higher when employees excel in the employee-organisation relationship and career success. Finally, the employee-organisation relationship significantly enhances employee career success. These results advance the understanding of past research and suggest that career success should be the employee's target following influencing factors in the hotels. These findings suggest that career success may be expanded to include the JD-R theory and is valid in the Chinese employee career setting.

Job engagement and employee-organization relationship among academic librarians in a modified work environment

The aim of this study was to quantitatively examine job engagement and employee-organization relationship among faculty librarians during the work-from-home period of the COVID-19 pandemic, using a modified version of the Walden et al. (2017b) Job Engagement and Employee-Organization Relationship Survey to examine information flow, job engagement, and organizational commitment. Using a single institution as a population sample, the study surveyed faculty librarians at six weeks and six months into the teleworking period to see how specific indicators of engagement and relationship with the organization changed as experience working-from-home progressed. The results of this study indicate that duration of employment has an effect on perceived information flow, job engagement, and organizational commitment on librarians operating under COVID-19 modifications at both the six week and six-month checkpoints. Job engagement scores from faculty academic librarians were significantly reduced between the six week and six-month checkpoints. This study presents novel findings regarding the workplace experiences of academic librarians during COVID-19 and has potential impact for libraries considering the effects of workplace modifications on employee experience and retention.

A question of quality: perceptions of internal communication during the Covid-19 pandemic in Germany

PurposeThe purpose of this paper is to explore employees' perceptions of the quality of internal communication in German organizations during the Covid-19 pandemic. In this context, the paper aims to identify antecedents and outcomes of high-quality internal communication during the pandemic. In doing so, it draws important practical and theoretical implications for pandemic-era communication, particularly surrounding issues such as employees' needs and strategic approaches to communication during the pandemic, as well as the effects of successful internal (crisis) communication.Design/methodology/approachA representative survey was conducted on employees (n = 934) working at different types of organizations in Germany. After a dimensionality check was conducted through confirmatory factor analysis (CFA), the proposed hypotheses were tested by conducting a structural equation model (SEM) using the R package lavaan.FindingsThis study identifies several antecedents of high-quality internal communication during the Covid-19 crisis, such as the frequency of communication at the beginning and during the pandemic, the dissemination of substantial information, participative communication and a clear rejection of secrecy. Furthermore, the findings show that high-quality internal communication has a positive impact on the employee–organization relationship (EOR).Originality/valueThis study suggests that strategic alignment of internal communications during the Covid-19 pandemic is crucial: by considering a number of factors, organizations can positively influence employees' perceptions of the quality of their internal communication. In terms of theoretical implications, this study discusses how the concept of high-quality internal communication can be operationalized and explores the outcomes that this can generate.

How does mentoring influence protégés’ work engagement? Roles of perceived organizational support and family-like employee-organization relationship

PurposeDrawing upon organizational support theory and family-like exchange perspective, this paper aims to investigate whether mentoring influences protégés’ work engagement, and the roles of perceived organizational support (POS) and family-like employee-organization relationship (FEOR) between mentoring and protégés’ work engagement.Design/methodology/approachMatched data were collected from 290 protégés and their mentors in two large state-owned enterprises in Northwest China. Multiple regression analyses and bootstrapping methods were used to test the hypotheses.FindingsThe results show that mentoring is positively related to protégés’ work engagement, and POS and FEOR play multiple mediation roles in the relationship between mentoring and protégés’ work engagement.Research limitations/implicationsThe primary contribution of this study is exploring the impact of mentoring on protégés’ work engagement. Additionally, this study uses organizational support and family-like exchange perspective to understand how mentoring influences protégés’ work engagement.Originality/valueDespite a few studies examining the effect of mentoring on protégés’ work engagement, but focusing excessively on organizational socialization and social exchange, as such, limited attention has been given to the role of emotions. This is, to the best of the authors’ knowledge, the first study to investigate the effect of emotional factors (including POS and FEOR) on the relationship between mentoring and protégés’ work engagement in Chinese organizational culture.

It’s time to change how we think about our employees

PurposeThis paper aims to propose the need to be bolder about recognizing when an employee needs to be let go.Design/methodology/approachThis paper is based upon a review of literature and extensive fieldwork.FindingsThree situations are presented for when releasing an employee may be the appropriate tactic, along with five general principles for shifting the organization–employee relationship from unhealthy enmeshment to a mutually beneficial arrangement.Originality/valueThis paper proposes a practical view of the organization–employee relationship that strives to enhance organizational performance while honoring the humanity of the employee.

Contrasting Effects of "External" Worker's Proactive Behavior on Their Turnover Intention: A Moderated Mediation Model.

Interpersonal conflicts between portfolio career workers (hereafter, PCWs) who entered from the external labor market and existing permanent workers are a controversial workplace issue in South Korea. This study examines whether the existing permanent workers’ responses to the newcomers speaking up depend on the type of proactive behavior, that is, whether PCWs speak within extra-role or in-role boundaries. We found that PCWs perceive more workplace ostracism when they are proactive outside their job boundaries and less workplace ostracism when they are proactive inside their job boundaries. Further, their perceptions of ostracism lead to intentions of turnover. These relationships are conditional on the type of employee–organization relationship and the PCWs’ status in a new organization. Data were collected from 261 PCWs in Korea. Bootstrap-based conditional process analyses were utilized to test the hypothesized model. The results show that workplace ostracism mediates the relationship between the two types of proactive behavior and turnover intention, but in contrasting directions. The effect of the two types of proactive behavior on workplace ostracism is stronger for higher levels of reciprocal relationship between organization and employees, while the effect of workplace ostracism on turnover intention is stronger for higher levels of PCWs’ status in a new organization. Thus, the workplace conflicts PCWs face not only represent interpersonal problems within the workplace but also constitute a multilayered phenomenon related to the long-term institutionalized relationships between organizations and employees.

Reciprocal and non-reciprocal employee–organization relationship: The mediating roles of felt obligation and workplace familism among collegiate coaches

This study examined coaches’ perceived organizational support (POS) on their affective commitment and turnover intention and the role played by felt obligation (a reciprocal exchange) and workplace familism (a non-reciprocal exchange) on these work-related outcomes. Based on the stratified random sampling, a total of 333 full-time head coaches employed in athletic departments affiliated with the NCAA responded to a web-based survey. Results indicated that POS was positively associated with workplace familism and felt obligation, but it did not directly predict affective commitment. POS, felt obligation, and workplace familism collectively predicted 78.1% of the variances in affective commitment. Workplace familism and affective commitment were negatively associated with turnover intention, while felt obligation was not directly associated with turnover intention. The mediated effect of felt obligation and workplace familism reveals that both types of reciprocal and non-reciprocal exchanges matter for coaches. Although, when compared, the influence of workplace familism was stronger than felt obligation. The findings of this study provide a better understanding of how POS affects positive work-related outcomes in the context of collegiate athletics and offer practical implications for athletic programs to develop the senses of felt-obligation and work familism, which lead to better employee-organization relationship.

Employees’ Negative Megaphoning in Response to Organizational Injustice: The Mediating Role of Employee–Organization Relationship and Negative Affect

This study aims to examine how employees engage in different types of negative information sharing behaviors about their organization, namely, negative megaphoning, in response to perceived organizational injustice. The role of employees’ negative affect and employee–organization relationship (EOR) are also examined. Results of an online survey with 403 full-time employees in the U.S. across industry sectors showed that perceptions of organizational injustice increase employee’s negative affect, thereby increasing their internal, external, and anonymous website negative megaphoning behaviors. Injustice perception also decreased EOR quality, which in turn, increases employees’ negative megaphoning behaviors on anonymous websites. Theoretical and practical implications are suggested.

The Nature of Employee–Organization Relationships at Polish Universities under Pandemic Conditions

(1) Background: The aim of this study is to describe manager–employee and employee–employee relations during the COVID-19 pandemic and their impact on measures of the likely use of elements of remote teaching by university employees in the future. (2) Methods: The study used a descriptive-correlation research design with a survey as the primary instrument for data gathering. A total of 732 personnel took part in the survey, selected by a convenience sampling technique. The researchers used an adapted and modified instrument to gather data. The instrument underwent a reliability test. This study used structural equation modeling to confirm hypotheses. (3) Results: It was shown that manager–employee relations at Polish universities during the COVID-19 pandemic were of low quality. However, employee–employee relations were of above-average quality, and have a significant positive impact on intentions to use elements of remote working in the future. (4) Conclusions: Based on the results of the study, some general recommendations are presented for change management and relationship-building.

Building organizational resilience through strategic internal communication and organization–employee relationships

ABSTRACT This study explores the impacts of internal strategic communication and relationship management with employees for organizational resilience in effective internal crisis communication, thereby filling a gap in crisis communication research. Specifically, it provides empirical evidence for how organizational resilience in a crisis can be achieved through strategic internal communication and relationship building with employees. A nationwide survey (N = 830) was conducted among full-time employees in the United States. The results revealed the important mediating role of organization–employee relationships (OER) between resilience and its antecedent, demonstrating that OER is a strong underlying factor in understanding how two-way symmetrical communication indirectly impacts organizational resilience. Thus, this study extends the scope of current crisis communication theories to emphasize managerial efforts directed at organizational resilience. Practical insights for developing organizational resilience include managers investing in two-way symmetrical communication and positive employee relationships before a crisis occurs.

Pay and benefit satisfaction, perceived organizational support, and turnover intentions: The moderating role of job variety

Abstract Wages and benefits in the hospitality industry are notoriously low, and tight margins often mean that organizations do not have the resources to increase pay. Existing research has demonstrated that low pay is a large factor in the high rate of turnover in the hospitality industry. Therefore, the present study aimed to understand whether enriching job characteristics such as job variety may attenuate the relationship between pay and benefit satisfaction. Specifically, we hypothesized and found that when pay and benefit satisfaction was low, job variety could reduce employee turnover intentions by improving the employee-organization relationship through the development of perceived organizational support. Our findings demonstrate the value in using creative means to develop the employee-organization relationship when organizations cannot increase pay.

Ethical listening to employees during a pandemic: new approaches, barriers and lessons

PurposeThe purpose of this study was to identify new challenges to organizational listening posed by a global pandemic and how organizations are overcoming those barriers.Design/methodology/approachThe researchers conducted 30 in-depth interviews with US communication management professionals.FindingsCommunication management professionals value listening, but do not always make it the priority that it merits. They listed lack of desire of senior management, time, and trust of employees as barriers to effective organizational listening. The global COVID pandemic has made it more challenging to connect to employees working remotely and to observe nonverbal cues that are essential in communication. Organizations are adapting by using more frequent pulse surveys, video conferencing technology and mobile applications. Most importantly, this pandemic has enhanced moral sensitivity and empathy leading organizations to make decisions based on ethical considerations.Research limitations/implicationsThe researchers examined organizational listening applying employee-organization relationships (EOR) theory and found that trust is essential. Trust can be enhanced through building relationships with employees, ethical listening and closing the feedback loop by communicating how employers are using the feedback received by employees to make a positive change.Practical implicationsCommunication managers need to place a higher priority on listening to employees. Their listening efforts need to be authentic, morally autonomous or open-minded, and empathetic to respect the genuine concerns of employees and how organizational decisions will affect them. Listening is essential to serving as an ethical and effective strategic counselor.Originality/valueThe study examines organizational listening in the context of a global pandemic.