Employee-organization Relationship Research Articles

Ineffective kintsugi: The detrimental contribution of emotional and cognitive factors on psychological contract breach outcomes.

The literature acknowledges that when there is a failure of expectations in the organization-employee relationship, namely the Psychological Contract Breach, it can potentially contribute to deviant behavior such as Counterproductive Work Behavior (CWB). A justice perspective helps to disentangle this link by suggesting that unethical behaviors may represent the revenge response to perceived organizational unfairness. To gain a more granular understanding of the pathway from Psychological Contract Breach to CWB, this study explores the mediating role of negative emotions in eliciting CWB. It also proposes that the mechanism of moral disengagement helps to deactivate self-sanctioning processes, allowing individuals to engage in deviant behaviors. A cross-sectional design was employed, and conditional process analysis was conducted on a sample of 635 Italian police officer cadets, who were entering the prison system, a context highly susceptible to a failure of expectations and where, at the same time, counteracting unethical behaviors is a key issue. The results supported the tested model, highlighting the mediator role of Job-Related Negative Emotions in the Psychological Contract Breach-CWB relationship and their interaction with Moral Disengagement in shaping CWB. By examining the interplay between affective and cognitive components, the study provides valuable insights into the underlying processes involved in the relationship between failure in expectancies and deviant behavior. From a managerial perspective, the findings emphasize the importance of prioritizing fairness within organizations through balanced mutual obligations, and raising awareness of moral regulation mechanisms that may shape deviant behaviors.

From fumble to flourish: how workplace attachment drives service recovery performance

PurposeDrawing on the conservation of resources theory and attachment theory, this paper proposes that employee–organization relationship and satisfaction with work–life balance mediate the influence of workplace attachment on service recovery performance.Design/methodology/approachData collection was carried out through the distribution of questionnaires among a sample of healthcare providers from Lebanese private hospitals and analyzed via structural equation modeling.FindingsThe results indicate that workplace attachment has a significant impact on employee–organization relationship, satisfaction with work–life balance and service recovery performance. The findings further reveal that employee–organization relationship and satisfaction with work–life balance significantly influence service recovery performance and fully mediate the relationship between workplace attachment and service recovery performance.Originality/valueThis study is the first to investigate the mediating role of the employee–organization relationship and satisfaction with work–life balance between workplace attachment and service recovery performance. Over and above, this study is the first of its kind that the authors are aware of, being conducted in the healthcare sector, specifically in Lebanon. Based on the findings, the paper discusses the theoretical contributions, managerial implications and suggestions for further studies.

Mitigating Organizational Conspiracy Beliefs Through Strategic Internal Communication and Employee–Organization Relationships (EOR) in the Workplace

ABSTRACT The purpose of this study is to explore how strategic internal communication and the quality of employee – organization relationship (EOR) can reduce organizational conspiracy beliefs among employees and thus prevent the negative outcomes thereof in the workplace. Using a national survey (N = 810) of full-time employees in the United States, this study found that high-quality EOR based on two-way symmetrical communication with employees is likely to reduce the potential for conspiracy theories and, in turn, for turnover intentions in the workplace. This finding provides meaningful insight into how internal communication managers can mitigate negative employee outcomes that are closely associated with organizational conspiracy theories in the workplace, namely by practicing strategic internal communication and developing high-quality EOR. This study theoretically advances conspiracy theory research by offering a theoretical explanation for belief systems of conspiracy theories that also considers strategic internal communication and the quality of EOR.

Spotlighting employee-organization relationships: The role of organizational respect and psychological capital in organizational performance through organizational-based self-esteem and perceived organizational membership

Spotlighting employee-organization relationships: The role of organizational respect and psychological capital in organizational performance through organizational-based self-esteem and perceived organizational membership

Does a High-Performance Human Resource Practice Stimulate Employee Creativity: A Moderated Mediation Model

This study explores entrepreneurial leadership as a moderator between employee work engagement and perceptions of high-performance human resource management (HRM) practices. Additionally, it delves into the mediating role of employee work engagement between employee creativity and these perceptions. Utilizing a quantitative research strategy, the study includes a sample of 396 members from the banking sector in Pakistan. The study employs PLS-SEM to test hypotheses. Findings indicate that employee work engagement serves as a mediator between employees’ perceptions of high-performance HRM practices and creativity, while entrepreneurial leadership moderates this association. Entrepreneurial leadership enhances the employee–organization relationship and strengthens the impact of high-performance HRM practices on positive work-related behaviours. The study contributes to the body of knowledge by examining the strong role of employee work engagement in the relationship between employee perceptions of high-performance HRM practices and creativity as mediator, as well as the significance of entrepreneurial leadership as a moderator in that relationship to optimize the working of organization stimulating through the demand resource theory.

The dark side of leadership communication: the impact of supervisor verbal aggressiveness on workplace culture, employee–organization relationships and counterproductive work behaviors

PurposeThis study is designed to bridge a gap in the existing leadership communication literature by delving into lesser-explored facets of the field. It particularly concentrates on investigating how the verbal aggressiveness of supervisors influences various aspects of the workplace, including workplace emotional culture, the quality of employee–organization relationships (EORs) and the prevalence of counterproductive work behaviors (CWB).Design/methodology/approachThis study employed a quantitative research design to investigate the impact of supervisors' verbal aggressiveness on employee and organizational outcomes. The data were collected from 392 full-time employees across various organizations and industries in the USA using a self-report questionnaire. The researchers used structural equation modeling (SEM) to analyze the data and test hypotheses.FindingsThe findings of this study showed that supervisors' verbal aggressiveness had a significant positive association with negative emotional culture and employee CWB. However, it had no direct impact on employee–organization relationships. The effect of supervisor verbal aggressiveness on employee CWB was found to be mediated by a negative team-level emotional culture.Originality/valueThis study advances the literature on leadership communication by highlighting the detrimental influence of the dark side of leadership communication. More specifically, by identifying negative emotional culture and employee CWB as the direct outcomes of supervisor verbal aggressiveness, the authors add to the existing theoretical knowledge on verbal aggressiveness in the workplace. Additionally, this study provides empirical evidence of the impact of a negative emotional culture on eliciting employees' CWBs and diminishing relationship quality, adding to the body of knowledge on why managing emotional culture is crucial for organizations and workgroups.

Employees in change: an exploration of academics’ perceived employee-organisation relationship in the reform of the tenure-track system in China

ABSTRACT The employee-organisation relationship between academics and universities is a critical issue in higher education (HE) human resource management. Previous studies have mainly investigated the segmentation between full-time and part-time academics, or academics working in different countries. However, few studies have explored academics’ perceptions of their relationship with universities under the recent tenure-track reform in the Chinese HE system. Drawing on psychological contract theory, this qualitative study explores how academics perceive their relationships with their university. Through interviews with 21 tenure-track academics at a Chinese university, this study found four types of psychological relationships: (1) high-risk with high-yield, (2) optimistic trust, (3) mutual benefit, and (4) content and satisfied. Among the four types, tenure-track academics’ expectations of universities are diversified. These findings suggest that universities should pay more attention to understanding academics’ perceived employee-organisation relationship and their corresponding expectations to improve managerial efficiency.

Impact of Organizational Citizenship Behaviour on Employee-Organization Relationships in the Hospitality Industry.

The term Organizational Citizenship Behaviour is used to show positive workplace employee behaviour and their actions in every work inside and outside the organization which is not a formal role component in their job description. The term Organizational Citizenship Behaviour means that employees can do anything beyond the work that is expected. It’s a volunteer task. To Engage themself in their job with high loyalty, to involve themself in other’s target, help co-workers, and being convenience staff to their customers, and take responsibility for the organization’s problem to solve it. Employee – Organization relationship management is a most significant topic in organizational behaviour. In this 21st century every organization and startup company has to focus on survival and sustainable nurturing in the fierce market competition, every level of the organization must take decisive action to make harmonious circumstances amid employees and continuous successful working conditions for employees. This study focuses on the impact of Organizational Citizenship Behaviour on Employee-Organization Relationships.

Online Employees Communication Behaviours During Crisis in Jordanian Public Hospitals: The Value of Internal Communication Practices

The present study examined symmetrical communication (SC) and transparent communication (TC) by studying crisis employee-organization relationships (EOR) and their causes and effects. The study utilised relationship management theory (RMT) to evaluate crisis-related online employee communication. It examined RMT antecedents and consequences, including EOR, SC and TC. The study conducted an online survey through a questionnaire collecting data from 392 full-time employees at three public hospitals in Jordan. It tested the hypotheses using PLS-SEM. It supported the link between TC and online ECB. The results did not support the hypothesis that SC directly affected online employee communication. The relationships between SC, TC and EOR were also supported. SC, TC, and online employees’ communication behaviour (ECB) were fully mediated by the role of the employee-organization relationships. This study could contribute new knowledge to the literature on internal communication, EORs, and ECB in online settings. Hence, the study examined the theoretical framework of RMT in the context of the healthcare sector and its practical effects on online employee communication during a crisis.

Should relationships be at the heart of public relations? A meta-analysis of the antecedents and consequences of organization-public relationships

Organization-public relationships (OPRs) have been central to public relations theorizing for decades. Guided by Broom et al.'s (1997) foundational three-stage model of OPRs, this study contributes to the public relations literature by conducting the first meta-analysis of the associations between each of the four dimensions of OPRs (trust, satisfaction, commitment, and control mutuality) and their most frequently studied antecedents and consequences. A total of 454 correlations from 67 empirical studies (N = 30, 223) were included in the analysis. The results confirmed the strong correlations among OPRs and the nine most frequently studied antecedents: engagement, involvement, authenticity, transparency, interactivity, two-way communication, interpersonal communication, mediated communication, and symmetrical communication. The research also confirmed the strong connections among OPRs and six commonly researched consequences: reputation, attitudes, positive word-of-mouth communication, purchase intentions, advocacy, and information seeking. We identified the sampling method, employee-organization relationships (EORs), organization type, and country as significant moderators for certain relationships. Overall, the findings support OPRs as a mature and well-supported theory that continues integrating with other public relations theories. Findings also enrich the three-stage model of OPRs with integrated empirical evidence. Areas for future scholarship are discussed relevant to the insignificant potential moderators, such as channel and crisis topic, along with important limitations in the extant scholarship.

Enhancing Emotional Culture Through Internal Communication: Impact on Employee-Organization Relationships and Employee Advocacy

ABSTRACT This study aims to propose and test an integrative model that incorporates internal communication, positive emotional culture, and employee-organization relationships. Drawing from the relationship management theory in public relations and social exchange theory, the model specifically examines the role of employee-organization relationship quality (by considering the effect of internal communication) on employee advocacy with an emphasis on the role of positive emotional culture. To test the hypothesized model, the authors conducted a quantitative survey on a random sample of 287 front-line employees working in two five-star tourist hotels in the Tehran area of Iran. To test the hypothesized model, structural equation modeling analysis was employed. The findings of the present research indicated that symmetrical communication and responsive leadership communication cultivated a positive emotional culture in organizations. Such a culture then enhanced employee-organization relationships. In addition, symmetrical communication, responsive leadership communication, and positive emotional culture influenced employee-organization relationships. Finally, it was found that positive emotional culture and the quality of employee-organization relationships positively affected employee advocacy. This study is one of the first attempts to theorize and operationalize emotional culture to enhance the quality of employee-organization relationships and employees’ supportive behaviors (e.g., employee advocacy) in the hotel industry, which fills the research gap in decades of organizational culture research that focused predominantly on the cognitive aspect. Theoretical and practical implications of the findings are discussed.

Satisfaction with Internal Communication and Hospitality Employees’ Turnover Intention: Exploring the Mediating Role of Organizational Support and Job Satisfaction

Managing employee turnover is a key function in human resource management (HRM) that has become especially relevant given current staff shortages. The travel and tourism industry has been strongly affected, with many organizations having difficulty attracting and retaining workers. Portugal, as a prominent player in tourism, is no exception, and the workforce shortage crisis has been discussed in various forums and has attracted media attention. The present study examined hotel employees’ turnover intention and its relationship with their job satisfaction and positive perceptions of internal communication and organizational support. The proposed theoretical model included that internal communication contributes to the quality of employee–organization relationships by increasing perceived organizational support and job satisfaction, which in turn serve as sequential mediators of hotel workers’ diminished intent to leave their employer. Multiple regression analyses were performed using data collected from 12 hotels (number = 370 workers). The results support the model as they confirm that a statistically significant negative relationship exists between employees’ satisfaction with internal communication and their turnover intention. These variables are both directly and indirectly connected through perceived organizational support and job satisfaction. Implications for HRM are discussed including the importance of refining internal organizational communication to strengthen employee–organization ties.

How Avoidant Leadership Style Turns Employees Into Adversaries: The Impact of Laissez-Faire Leadership on Employee-Organization Relationships and Employee Communicative Behavior

The study aimed to establish linkages among laissez-faire leadership, perceived organizational justice, employee-organization relationships, and employees’ negative megaphoning behavior. Through an online survey of 397 employees working in large and medium corporations in the United States and the structural equation modeling analysis of the data, this study revealed the following findings. Results showed that laissez-faire leadership and employees’ engagement in negative megaphoning behavior were positively related. There was also a strong and positive association between perceived organizational justice and employee-organization relationships. Employees’ relationships with the organization were negatively related to employees’ engagement in negative megaphoning behavior. Perceived organizational justice was revealed as a mediator in the relationship among laissez-faire leadership, employee-organization relationships, and employees’ engagement in negative megaphoning behavior. These results show how laissez-faire leadership relates to negative outcomes of organizational relationships and reputation, and provide insight into the potential mechanisms at play.

Internal crisis communication: The effects of negative employee-organization relationships on internal reputation and employees’ unsupportive behavior

This study seeks to advance the growing body of research in internal crisis communication by exploring the role of negative employee-organization relationships (NEOR) in determining crisis outcomes (employees' unsupportive behavior and internal reputation). The current study was conducted using 465 full-time employees working in the technology sector (phone manufacturing industry) in the United States. The employees were recruited using an online research tool, Qualtrics. Multiple hierarchical regression and path analysis were used to analyze the results. The results reveal that a) NEOR affects internal reputation negatively and increases the likelihood of unsupportive behavior, b) timing does not affect the relationship between NEOR and crisis outcomes, c) rebuilding strategies help in overcoming employees' unwillingness to support the organization during a crisis, and d) negative emotions influence the effect of NEOR on the crisis outcomes. Both theoretical and practical implications are discussed.

That honey, my arsenic: The influence of advanced technologies on service employees’ organizational deviance

Although advanced technologies represent extraordinary opportunities for service organizations, research has come to the fore warning of their negative effects on service employees. Drawing on the cognitive appraisal theory of stress, this study aims to examine the influence of STARA (Smart Technology, Artificial Intelligence, Robotics, and Algorithms) awareness on service employees’ organizational deviance through psychological contract breach, with this path moderated by industrial relations climate. Using a three-wave data from 359 employees in various Chinese service industries, the results indicated that STARA awareness had a positive impact on psychological contract breach, which in turn triggered organizational deviance. Industrial relations climate was an effective remedy in alleviating the positive association between STARA awareness, psychological contract breach, and organizational deviance. This study contributes to the growing body of research on the “downside” of STARA by illustrating organizational deviance as an outcome. It offers insights into how STARA awareness influences employees’ misbehaviors by adding an employee-organization relationship (i.e., psychological contract breach) perspective and advances our knowledge of a potential safeguard (i.e., industrial relations climate) that organizations can employ to minimize the negative consequences of STARA awareness.

Exploring the effect of organization–employee relationships on employee communication behaviors on social media: The moderating role of position level.

Exploring the effect of organization–employee relationships on employee communication behaviors on social media: The moderating role of position level.

Does Felt Obligation or Gratitude Better Explain the Relationship Between Perceived Organizational Support and Outcomes?

The employee-organization relationship (EOR) is a key component of organizational behavior. Researchers have consistently shown that employees who perceive that they are supported by their organizations (favorable EORs) tend to have positive attitudes and behave in a manner that helps the organization to reach its goals. For many years, the reciprocity norm (e.g. felt obligation) has been a widely accepted explanation for the EOR. Yet, despite calls to explore additional pathways, little work has examined other mediating mechanisms between favorable EORs and outcomes. We draw on the affect theory of social exchange to argue for the mediating effects of gratitude, felt obligation, and pride on the relationship between perceived organizational support (POS) and outcomes. Our results—from three field studies—show that (a) gratitude mediated the relationships of POS with extra-role performance aimed at aiding the organization, affective organizational commitment, and job satisfaction, (b) the mediating effect of gratitude was stronger than the mediating effect of felt obligation, and (c) gratitude made stronger contributions to extra-role performance and affective organizational commitment than did pride. We discuss theoretical and practical implications.

Impact of Organizational Leadership Styles and Employee-Organization Relationship on Internal Reputation: A Conceptual Framework

This paper proposes a conceptual framework that bridges the concept of internal reputation with organizational leadership and relationship perspectives using the lens of stakeholder theory. A cross-disciplinary literature review is carried out on positive organizational leadership styles, including transformational, authentic, and ethical leaderships, which predict internal reputation among employees, as well as the moderating function of employee-organization relationship in the said relationships. Four propositions are advanced from the review and an integrative conceptual framework is developed. The framework outlines leadership styles which practitioners, especially from the service sector, can consider to adopt in their organizations to enhance internal reputation perceptions on the basis of value creation. The proposed framework also advances the theoretical basis of effectively managing internal reputation from the stakeholder perspective.

A Test of a Dual Model of Positive and Negative EORs: Dialogic Employee Communication Perceptions Related to Employee-Organization Relationships and Employee Megaphoning Intentions1

ABSTRACT This study investigated how employees’ perceptions of an organization’s dialogic employee communication influence their evaluations of their positive and negative relationships with the organization. The study further examined how employees’ relationship assessments could drive their intentions for positive and negative megaphoning about their organizations. To test the differentiating effects of dialogic employee communication on positive and negative employee-organization relationships (EORs) and, subsequently, employee megaphoning intentions, we used a dual measure with the positive and the negative EORs. The online survey of 527 full-time U.S. employees showed that dialogic employee communication – particularly mutuality orientation – distinctively influenced the employees’ EOR assessments. The survey results also showed that stronger and more-positive EORs led to increased positive megaphoning intentions, and that stronger and more-negative EORs led to increased negative megaphoning intentions. This study found that positive EOR mediated the links between dialogic employee communication and both positive and negative intentions, but that negative EOR mediated only the link between dialogic employee communication and the negative megaphoning intention.

Relationships and identity fusion: Understanding antecedents of employees' megaphoning behaviours in response to corporate misconduct‐related crises

AbstractThe purpose of this study was to understand employees' cognitive and communicative reactions to allegations of corporate misconduct levied against their organization, and identify factors that may impact employees' reactions to such allegations. Specifically, this study focused on the idea of identity fusion as a key factor in helping buffer the organization against the negative cognitive and communicative impacts of corporate crises. Surveys conducted among American employees of large corporations revealed that identity fusion indeed mitigated their negative cognitive and communicative reactions to misconduct allegations, and encouraged positive megaphoning behaviours. Furthermore, identity fusion experienced by employees also mediated the relationship between employee–organization relationships and positive and negative megaphoning intentions. Implications for theory and practice are discussed.