Organizational practices are important dimensions of the social contexts that shape relationship formation. In workplaces, the formation of relationships among coworkers are resources for personal outcomes, and they can be channels through which workers might identify common grievances, form workplace solidarity, and engage in collective action. Using a unique dataset of retail workers across the United States, The Shift Project, this paper examines two potential pathways by which organizational practices common in precarious jobs in the retail industry in the U.S. might shape the formation of workplace relationships. I find evidence of the role of both pathways: practices that limit the opportunities for regular contact and practices that negatively impact the conditions of contact among employees are both associated with fewer workplace ties. I discuss the implications of these findings for the study of collective action, and network ecology.
Organizational practices and workplace relationships in precarious work: New survey evidence
