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Although a significant body of work has amassed that explores the antecedents, correlates, and consequences of employee turnover in organizations, little is known about how employees go about quitting once they have made the decision to leave. That is, after the decision to voluntarily quit their job is made, employees must then navigate through the process of planning for their exit, announcing their resignation, and potentially working at their company for weeks after their plans to resign have been made public. Our lack of understanding of the resignation process is important as how employees quit their jobs has the potential to impact the performance and turnover intentions of other organizational members, as well as to harm or benefit the reputation of the organization, overall. Moreover, voluntary turnover is likely to increase in the coming decades. In this chapter, we unpack the resignation process. Specifically, drawing from the communication literature and prior work on employee socialization, we develop a three-stage model of the resignation process that captures the activities and decisions employees face as they quit their jobs, and how individual differences may influence how they behave in each of these three stages. In doing so, we develop a foundation upon which researchers can begin to build a better understanding of what employees go through after they have decided to quit but before they have exited their organization for the final time.

The purpose of this paper is to examine Chinese managers' perceptions of work ethic (work‐related values and attitudes) and to provide insights on how managers interact with their workers.

This is a qualitative study using a series of in‐depth interviews to draw state‐owned enterprises (SOE) managers' perceptions of work ethic. The inquiry process led to a single‐case level of analysis where data are aggregated to incorporate a thematic approach. Underlining theoretical frameworks that guide the study are a combination of Western and Eastern work ethic frameworks and cross‐culture management understanding of the concept of guanxi.

Five themes that emerged from data analysis became the five dimensions of Chinese managers' work ethic profile. In addition, the study revealed four overarching themes that influence managerial behavior in Chinese SOEs: the absolute power of the boss; work is the center of life; social network ties to the workplace; and place hope in the hands of the boss.

The paper provides comprehensive understanding of the Chinese management work ethic profile. Future studies should expand to include managers from different generations and industry sectors.

The paper highlighted the importance of matching cultural values with management practices. It identified differences between the west and east of their work‐related values and attitudes, which have practical implications for developing effective management strategies and practices when working with Chinese SOEs.

The paper provides an indigenous description of Chinese managers' work ethic profile and provides suggestions for future research.

In this study, the impact of boss phubbing, or using a phone during interaction with subordinates, on important employee outcomes — work meaningfulness and employee phubbing behavior — through the mediating role of self-esteem threat was investigated using affective events theory. The moderating role of rejection sensitivity was also examined.

Data were collected in three time lags from head nurses (N = 178) working in public and private hospitals. The hypothesized relationships were tested using variance-based structural equation modeling with partial least squares.

Boss phubbing negatively affected employees' sense of work meaningfulness and had a positive direct and indirect relationship with employee phubbing behavior through self-esteem threat. The hypothesized moderating role of rejection sensitivity was not supported.

The authors recommend that organizations develop policies addressing boss phubbing in the workplace, particularly in contexts in which a high leader–member exchange is desired for organizational effectiveness, such as health-related services. Superiors, such as doctors, should review their mobile phone usage during interactions with subordinates because it is detrimental to employee outcomes.

This study is a nascent attempt to test the hypothesized relationships on the emerging phenomenon of phubbing at work in the human–computer interaction domain in Pakistan, a developing country, particularly in hospital settings where a high leader–member exchange is pivotal.

Highlights the importance of music in ritual and culture generally, extending the focus to collective action. Argues that music and its emotional and cognitive impacts can be fundamental to the construction of social movement culture. Analyses song lyrics from the southern textile strikes of 1929‐1934 in an attempt to show how music and song helped construct a collective identity across relatively dispersed mill villages, shifted accountability for mill workers problems towards the labour process and its beneficiaries and suggested to the listener a collective solution. Discusses the implications of the findings for understanding music, culture and their relation to subordinate group challenge.

Interviews of 40 Taiwanese factory managers in China reveal problems with local workers, unanticipated because of the assumed shared language and culture. Problems include poor job commitment or work discipline, high turnover rates, disinterest in learning new skills or job advancement, pilferage, intergroup hostilities and poor training and education. Unable to import worker management methods and systems they had been using in Taiwan, the managers have adopted production‐based remuneration, fines, employee education, and attention to employee welfare and satisfaction.

The purpose of this paper is to explore how the process of work identity construction unfolds for gig workers experiencing unstable working relationships in online labor markets. In particular, it investigates how digital platforms, intended both as providers of technological features and online environments, affect this process.

The authors conducted an exploratory field study and collected data from 46 interviews with freelancers working on one of the most popular online labor markets and from online documents such as public profiles, job applications and archival data.

The findings reveal that the online environment constrains the action of workers who are pushed to take advantage of the platform’s technological features to succeed. This interplay leads workers to add new characteristics to their work-self and to and to develop an entrepreneurial an entrepreneurial orientation.

The study offers insights to platform providers interested in improving workers’ experiences in online labor markets, highlighting mechanisms for uncertainty reduction and diversifying a platform’s services according to gig workers’ identities and orientations.

The study expands the authors’ knowledge on work identity construction processes of gig workers, detailing the relationship between work identity and IT, and documents previously unexplored antecedents of entrepreneurial orientation in non-standard working contexts.

The purpose of this paper is to examine how managerial interactions with employees affect work output, using Ghanaian organizations as a study.

The paper adopts a survey method, using questionnaires to collect data from 120 workers from four Ghanaian organizations to form the basis of the study.

It was found that regular interactions between managers and employees have a direct positive effect on employee work output. Results emerging from the analysis show that for organizations to make any significant impact on performance, both managers and their subordinates must have a very good climate of social interactions. The involvement of lower level employees in organizational activities and decision making is of crucial importance to organizational performance.

The study is limited to the four organizations of the sample and the number of respondents.

The paper's findings call for some behavioural directions for managers in organizations to pay serious attention to the total involvement of workers through effective communication in the running of the organizations.

The paper discusses organizational communication by focusing on managerial interaction with employees, and how it can affect organizational work output. The consequences of lack of effective managerial interaction with employees would result in an increased tendency for individuals to leave the organization due to a lower level of satisfaction with their managers.

If what sociologists call “social structures” are understood to be recurrent patterns of joint action, then the charge that interactionism suffers from an astructural bias falls apart, because such patterns of joint action are what interactionists routinely study. The problem, then, is not that interactionism fails to grasp structure, but that much of the mainstream of sociology fails to grasp process. It is this aprocessual bias that impedes a full understanding of how inequality is created and reproduced. The case of capitalism is used to show how an interactionist focus on process can illuminate the workings of a large-scale economic system. I treat capitalism as a macro interaction order, à la Goffman, and then employ the tools of dramaturgical sociology to analyze the recurrent patterns of joint action of which capitalism consists. This form of dramaturgical analysis is applied to two fictional stories as a way to show how capitalism depends on normative and procedural rules, cognitive presuppositions, and ritual forms – all of which are typically rendered invisible by aprocessual bias. The concepts of side bets, identity stakes, and nets of accountability are developed to complete the analysis.

In an experimental setting, we investigate the impact of religious social identity on whistle-blowing. We hypothesize and find that individuals are less likely to perceive others in their religious group as being behaving unethically. However, we find that once individuals perceive wrongdoing, they are incrementally more likely to whistle-blow when the perpetrator is a member of their religious group.

The idea that worker co‐operatives offer the possibility of increasing productivity without sacrificing workers' safety and health is investigated. Ten worker co‐operatives and four conventional capitalist firms in the Pacific Northwest plywood industry are studied. Co‐operatives have worse productivity and safety records than conventional firms. Lower productivity is due to the unexpected behaviour that emerges in co‐operatives relying heavily on hired labour. Higher levels of accidents are due to different reporting practices arising from different social relations in production. Co‐operatives tend to over‐report their accidents whereas conventional firms under‐report accidents.