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This paper examines the relationships that social and economic exchanges, two elements of the employee‐organization relationship (EOR), had with affective commitment, turnover intentions, employer trust, and altruism. The paper also aims to determine whether reciprocation wariness, reflecting fear of exploitation in reciprocation, moderated relationships that exchange elements had with outcomes.

A total of 453 employees of a large Korean electronics organization completed a survey on their work attitudes, behaviors, and demographic characteristics.

Results showed that reciprocation wariness moderated relations that social exchange had with commitment, turnover intentions, and trust, and that economic exchange had with turnover intentions.

The significance of examining social and economic exchange and of developing conceptualizations of the EOR that incorporate individual differences is discussed.

Organizational leaders need to consider how individuals may differ in responses to exchange elements of the EOR. Common assumptions about the EOR that social exchange is universally beneficial and that the necessity of economic exchange is accepted by all employees may not be accurate.

New theorizing and testing of the role of reciprocation wariness in the EOR contributes to an emerging literature on social and economic exchanges and how individuals may respond to these elements of the EOR.

This paper examines several sources of support for contact employees in service encounters. These sources of support, including organization support, supervisory support, and customer's participation, are proposed to affect the attitudes and behaviors of employees, and consequently affect customer's perceptions of employees' service quality. This study, which combines perceptions from customers and their contact employees, shows that three sources of support for employees contribute significantly to job satisfaction and employee service quality, while perceived organizational support and customer participation affect service effort. Also, the empirical results indicate that both employee service effort and job satisfaction play strong, central roles in determining customers' perceptions of employee service quality. They were found to be effective mediators linking employees' cognitive appraisal of various sources of support to service quality.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

Social entrepreneurial orientation (SEO) is an evolving concept. Though adequate literature has been accumulated about the concept, there is a lack of appropriate tool to measure individual SEO. The tools presently available mostly measure organizational SEO. The purpose of this study is to develop and validate a tool to measure the concept of individual SEO.

Data for the study was collected using a questionnaire, from 342 randomly collected samples. Various time-tested methods and statistical techniques, including exploratory and confirmatory factor analysis, were used to scientifically construct and validate the scale.

In tune with the purpose of this study, a 4-factor, 13-item SEO scale has been developed and scientifically validated through various acceptable and proven techniques. The developed tool is ideal to measure the orientation toward social entrepreneurship.

A review of literature revealed that there is paucity of a scientific tool to measure individual SEO. The study has succeeded in bridging this gap by constructing and validating a scale to measure SEO. This tool, it is expected, will help social scientists, academicians and researchers in conducting empirical examinations about SEO.

The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and practice have focused primarily on individuals’ characteristics and behaviors as a means to understand “who” is influential in organizations, with substantially less attention paid to social networks. To reinvigorate a focus on network structures to explain interpersonal influence, the authors present a comprehensive account of how network structures enable and constrain influence within organizations. The authors begin by describing how power and status, two key determinants of individual influence in organizations, operate through different mechanisms, and delineate a range of network positions that yield power, reflect status, and/or capture realized influence. Then, the authors extend initial structural views of influence beyond the positions of individuals to consider how network structures within and between groups – capturing group social capital and/or shared leadership – enable and constrain groups’ ability to influence group members, other groups, and the broader organizational system. The authors also discuss how HRM may leverage these insights to facilitate interpersonal influence in ways that support individual, group, and organizational effectiveness.