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The study examined respective perceptions of justice within leader-employee dyads. Questionnaires were administered to 152 such dyads in a variety of organizational settings. Employees’ perceptions of interactional justice were found to mediate the relationship between the leader’s evaluation of the relationship (i.e., equity and the quality of the relationship), on the one hand, and the employee’s evaluation of the relationship and perception of procedural justice, on the other. Both procedural justice and interactional justice were related to job satisfaction through a partial mediation of the employee’s perception of the quality of the relationship. The results are discussed in regard to the effect of the leader-member social exchange on perceptions of justice

The employee-organization relationship (EOR) has increasingly become a focal point for researchers in organizational behavior, human resource management, and industrial relations. Literature on the EOR has developed at both the individual – (e.g. psychological contracts) and the group and organizational-levels of analysis (e.g. employment relationships). Both sets of literatures are reviewed, and we argue for the need to integrate these literatures as a means for improving understanding of the EOR. Mechanisms for integrating these literatures are suggested. A subsequent discussion of contextual effects on the EOR follows in which we suggest that researchers develop models that explicitly incorporate context. We then examine a number of theoretical lenses to explain various attributes of the EOR such as the dynamism and fairness of the exchange, and new ways of understanding the exchange including positive functional relationships and integrative negotiations. The article concludes with a discussion of future research needed on the EOR.

Scanning both the academic and popular business literature of the last 40 years puzzles the alert reader. The variety of prescriptions of how to be successful (effective, performing, etc.) 1 Organizational performance, organizational success and organizational effectiveness will be used interchangeably throughout this paper.1 in business is hardly comprehensible: “Being close to the customer,” Total Quality Management, corporate social responsibility, shareholder value maximization, efficient consumer response, management reward systems or employee involvement programs are but a few of the slogans introduced as means to increase organizational effectiveness. Management scholars have made little effort to integrate the various performance-enhancing strategies or to assess them in an orderly manner.

This study classifies organizational strategies by the importance each strategy attaches to different constituencies in the firm’s environment. A number of researchers divide an organization’s environment into various constituency groups and argue that these groups constitute – as providers and recipients of resources – the basis for organizational survival and well-being. Some theoretical schools argue for the foremost importance of responsiveness to certain constituencies while stakeholder theory calls for a – situation-contingent – balance in these responsiveness levels. Given that maximum responsiveness levels to different groups may be limited by an organization’s resource endowment or even counterbalanced, the need exists for a concurrent assessment of these competing claims by jointly evaluating the effect of the respective behaviors towards constituencies on performance. Thus, this study investigates the competing merits of implementing alternative business philosophies (e.g. balanced versus focused responsiveness to constituencies). Such a concurrent assessment provides a “critical test” of multiple, opposing theories rather than testing the merits of one theory (Carlsmith, Ellsworth & Aronson, 1976).

In the high tolerance level applied for this study (be among the top 80% of the industry) only a handful of organizations managed to sustain such a balanced strategy over the whole observation period. Continuously monitoring stakeholder demands and crafting suitable responsiveness strategies must therefore be a focus of successful business strategies. While such behavior may not be a sufficient explanation for organizational success, it certainly is a necessary one.

This chapter takes a new approach to emotions through the lens of a relational identity among hybrid professionals, using those in healthcare as particularly relevant examples. Sharpening the focus on underpinning emotional dynamics may further explain how professional managers can be effective in hybrid roles. The chapter seeks to build on the internal emotional states of these professional managers by understanding how outward emotional displays might influence their subordinates. The understanding of how emotional states/displays in manager–employee relationships influence target behaviors may help multiprofessional organizations generate better-informed leadership practice in relation to desired organizational outcomes, e.g. more efficient and effective health services.

With the growing concern for environmental and sustainability issues, especially in the aftermath of the coronavirus disease 2019 (COVID-19) pandemic, organizations feel compelled to pursue green sustainability in their operations. In this regard, the active involvement of employees in pro-environmental behaviors (PEBs) is crucial for achieving organizational environmental sustainability goals (Saeed et al., 2019). To shed light on this important issue, this study aims to investigate the impact of interacting/engaging environmental corporate social responsibility (CSR) communication strategy on employees' PEBs through the mediating effects of communal relationship and employee empowerment.

A total of 443 full-time USA employees working across various industries participated in an online survey.

The interacting/engaging environmental CSR communication strategy fosters employees' perceived communal relationship with their organizations and empowers them to support their organization's environmental initiatives, which, in turn, positively influences employees' PEBs at work.

This study advances CSR and internal communication literature through the lens of relationship management and self-determination theories. The findings theoretically suggest the effectiveness of the interacting/engaging environmental CSR communication strategy in nurturing favorable employee–organization relationships (EORs), employee empowerment and PEBs at work. The practical implications of CSR communication are also elaborated.

For work organizations and their members, establishing and maintaining mutually satisfying employment relationships is a fundamental concern. The importance that scholars attach to employment relationships is reflected in research streams that explore the optimal design of strategic human resource management systems, the nature of psychological contract fulfillment and violation, and the factors associated with achieving person-environment fit, among others. Generally missing from theory and research pertaining to employment relationships is the perspective of individuals who reside at the employee-employer interface – managerial leaders. We argue that, for managerial leaders, a pervasive concern involves the tangible and intangible resource requirements of specific employees. We then provide the groundwork for study of the leader’s perspective on employment relationships by proposing a model that identifies how employees come to be perceived as low versus high maintenance and how these perceptions, in turn, influence leader cognition, affect, and behavior.

The paper aims to investigate the impact of employee relationship proneness (RP) on the three different types of attitudinal loyalty (affective, calculative, and normative commitment (NC)) and relate these different types of attitudinal loyalty to employee loyalty behaviours in terms of word‐of‐mouth, intention to stay (ITS), benefit insensitivity (BI), and complaining (COM).

An empirical research among 199 employees of a bank was conducted to test the hypothesized model.

Structural equation modelling results reveal that employee RP is a strong antecedent of affective and NC. Affective commitment plays a pivotal role in creating all positive loyalty behaviours of employees, whereas NC only supports ITS and BI while it has a negative impact on COM. Calculative commitment has a negative impact on BI and COM.

As a result of the single industry, cross sectional design the external validity of the findings is somewhat limited.

The main practical implication of the study is that banks should incorporate RP when assessing potential employees. These relationship prone employees are most likely to exhibit affective and NC, which can be considered as the foundation of employees' loyalty behaviours.

The value of this paper is that we develop an extended model on the complex phenomenon of employee loyalty which is generally acknowledged as one of the important building blocks of customer loyalty and the organizational performance of a bank.

The present study connects the literature on sustainable HRM with that on employability to investigate the relationship between sustainability-oriented human resource actions and organizational outcomes. More specifically, this study explores how training for employability affects the employer–employee relationship and employee retention. Furthermore, this study considers competitive intensity as a potential moderator in these relationships.

The analyses draw on the fourth European Company Survey (ECS 2019) with a sample of 21?869 firms with more than ten employees. Two separate logistic regression models were used to test the hypothesis.

The results show that training for employability contributes to improving the employer–employee relationship and that competitive intensity positively shapes this relationship. Contextually, training for employability reduces the overall employee retention of the firm.

Although this study supports the potential win–win nature of employability support, especially for companies that operate in competitive markets and an uncertain environment, it also highlights the existence of paradoxical sustainability tensions that should be managed by employers.

The purpose of this study is to explore the moderating effect of Confucian values and the mediating effect of relationship quality on the relationship between organizational justice and employee service orientation in the tourism and hospitality industry.

Structural equation modeling was applied to a sample of 421 responses in a questionnaire survey from employees of tourism and hospitality firms in mainland China.

Employee relationship quality fully mediated the relationship between organizational justice and service orientation. Confucian values negatively moderated the direct effect of organizational justice on employee relationship quality and the indirect effect of organizational justice on service orientation.

This study offers insights for hospitality managers how to improve employee service orientation and establish Confucian values in the practice of organizational justice. Tourism and hospitality organizations should equally treat all employees as internal customers and use distinct strategies to manage employees with high and low Confucian values in employee selection and management of training and development.

This study highlights the contributions of organizational justice and relationship quality to employee service orientation. It also demonstrates that Confucian values explain why many Chinese employees are less sensitive to low fairness: these values negatively moderate the organizational justice–relationship quality–service orientation relations. By linking organizational justice to relationship quality and employee service orientation, the findings enrich our understanding of the applications of internal marketing and social exchange theories under Confucian values.

To provide insight into how employees react during challenging economic times, this paper aims to examine employee responses to non-fulfilled employer obligations. More specifically, the authors examine two main issues: first, whether perceptions of organizational obstruction (PO Obstruction) mediate the relationship between psychological contract breach and intent to quit, as well as between psychological contract breach and willingness to support the organization, and second, whether breach moderates the relationship between PO Obstruction and intent to quit as well as between PO Obstruction and willingness to support the organization.

To test the hypotheses, the authors conducted a field study in which 316 employees took part.

The results indicate that PO Obstruction mediates the relationship between breach and employee outcomes. Regarding the moderating effects of the breach, the findings suggest that breach strengthens the positive relationship between PO Obstruction and intent to quit while it weakens the negative relationship between PO Obstruction and willingness to support the organization.

This paper contributes to the existing literature by introducing a new perspective of the breach-outcome relationship.