Why workplace interactions boost women in science

Michael Allen

doi:10.1088/2058-7058/34/11/18

Why workplace interactions boost women in science

Physics World ◽

10.1088/2058-7058/34/11/18 ◽

2021 ◽

Vol 34 (11) ◽

pp. 13ii-13ii

Author(s):

Michael Allen

Keyword(s):

Women In Science ◽

Workplace Relationships ◽

Workplace Interactions

A survey of more than 1200 STEM professionals suggests that organizations should encourage positive male–female workplace relationships to help increase the number of women in science.

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Positive Interventions: Alternate Routes to Quality Workplace Relationships

Industrial and Organizational Psychology ◽

10.1017/iop.2018.103 ◽

2018 ◽

Vol 11 (3) ◽

pp. 504-510

Author(s):

Tao Yang ◽

Paresh Mishra

Keyword(s):

Social Exchange ◽

Social Exchange Theory ◽

Exchange Process ◽

Information Support ◽

Workplace Relationships ◽

Social Exchanges ◽

Positive Interventions ◽

Workplace Interactions ◽

Goods And Services ◽

Alternate Routes

Social exchange theory (SET) is an important foundation of social sciences from which many workplace theories have emerged. Chernyak-Hai and Rabenu (2018) contend that social exchange is at the heart of workplace relationships. Although SET is a complex framework, in essence, it views workplace interactions as exchanges of resources broadly construed, ranging from tangible resources such as money, goods, and services to intangible ones such as information, support, and trust (Cropanzano & Mitchell, 2005; Foa & Foa, 1980). Governed by the rule of reciprocity, parties involved in social exchanges use rational deliberation to gauge how much they need to repay for others’ actions. Chernyak-Hai and Rabenu posit that workplace theories rooted in SET should be modified to accommodate the new realities in modern organizations. Although we concur with their observations about new characteristics of work, we are not as optimistic as Chernyak-Hai and Rabenu about SET's capacity to guide our understanding and actions to improve workplace relationships. We argue that positive interventions are important complements to the social exchange process, thereby promoting the quality of work relationships.

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Organizational Attachment

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000252 ◽

2020 ◽

Vol 19 (3) ◽

pp. 113-124

Author(s):

Justin R. Feeney ◽

Ian R. Gellatly ◽

Richard D. Goffin ◽

Michelle Inness

Keyword(s):

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Work Behavior ◽

Citizenship Behavior ◽

Workplace Relationships ◽

Factor Solution ◽

Anxious Attachment ◽

Organizational Attachment ◽

Study Materials ◽

Avoidant Attachment

Abstract. There is a trend to view workplace relationships through the lens of attachment theory. We developed and validated a 7-item Organizational Attachment Scale (OAS). In Study 1, we recruited 957 participants, who filled out study materials at three separate times. The OAS preserved the two-factor solution in traditional attachment measures – anxious attachment and avoidant attachment – and was invariant across time. In Study 2, we recruited 400 participants who completed the OAS in addition to several other surveys. The OAS was conceptually unique from Richards and Schat’s (2011) Co-Worker Attachment Scale (CWAS). The OAS incrementally predicted organizational commitment, job satisfaction, and organizational identity beyond the CWAS. Additionally, the OAS incrementally predicted organizational citizenship behavior and counterproductive work behavior beyond the CWAS.

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