Linking justice perceptions, workplace relationship quality and job performance: The differential roles of vertical and horizontal workplace relationships

2019 ◽  
Vol 33 (4) ◽  
pp. 337-362 ◽  
Author(s):  
Gisela I Gerlach
Keyword(s):  
Job Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Team Work ◽  
Workplace Relationships ◽  
Interpersonal Justice ◽  
Exchange Relationships ◽  
Justice Perceptions ◽  
Coworker Relationships

Due to decentralization, flat organizational structures and prevalence of team work, employees interact more frequently and intensively within horizontal relationships with coworkers than within vertical relationships with supervisors. The present study contributes to a more complete understanding of antecedents and outcomes of local, interpersonal workplace relationships by simultaneously investigating employee–supervisor and employee–coworker relationships. Drawing on organizational justice theory and social exchange theory as well as data collected from 571 employees at two points in time, this study explores how justice perceptions affect social exchange relationships with supervisors and coworkers, and identifies mechanisms through which these, in turn, enhance employee job performance. Results suggest that informational and interpersonal justice differentially affect the quality of employee–supervisor and employee–coworker relationships, underlining the relevance of considering both supervisors and coworkers as sources of justice. Moreover, the findings indicate that employee–supervisor and employee–coworker relationships contribute to job performance, but through distinct paths. Job satisfaction mediates the link between both social exchange relationships and job performance, while quality of employee–coworker relationships further enhances job performance through employees’ motivation to engage in learning and knowledge sharing.

Understanding the changing nature of psychological contracts in 21st century organizations

2016 ◽  
Vol 7 (1) ◽  
pp. 4-35 ◽  
Author(s):  
Carlos-Maria Alcover ◽  
Ramón Rico ◽  
William H. Turnley ◽  
Mark C. Bolino
Keyword(s):  
Social Exchange ◽  
21St Century ◽  
Psychological Contract ◽  
Social Exchange Theory ◽  
Psychological Contracts ◽  
Complex Nature ◽  
Organizational Life ◽  
Exchange Relationships ◽  
Justice Perceptions

In recent years, scholars have increasingly recognized that the theoretical underpinnings of employee-organization relationships (EOR) are in need of further extension in light of recent organizational changes. In prior research, the study of EOR has been based on social exchange theory, and the psychological contract (PC) has played a central role in understanding this crucial aspect of organizational life. The main objective of this paper is to provide an integration of the existing literature by adopting a multiple-foci exchange relationships approach. Specifically, we looked at identification; the quality of relationships and exchanges with the leader, coworkers, and other organizational agents; justice perceptions involving several organizational sources; and perceived organizational, leader, and coworker support to expand our understanding of the PC. Overall, we advocate a multiple-foci exchange relationships approach that will ultimately enable us to develop a more comprehensive understanding of the complex nature of PCs in 21st century organizations.

Self-Estrangement’s Toll on Job Performance: The Pivotal Role of Social Exchange Relationships With Coworkers

2015 ◽  
Vol 44 (4) ◽  
pp. 1573-1597 ◽  
Author(s):  
Timothy D. Golden ◽  
John F. Veiga
Keyword(s):  
Job Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Behavioral Outcomes ◽  
Citizenship Behavior ◽  
Exchange Relationships ◽  
Professional Employees ◽  
Insight Into

Perhaps because self-estrangement is inherently dysfunctional, empirical research has primarily sought to understand its antecedents but not its consequences. As a result, despite its ubiquity in the workplace, self-estrangement’s insidious effects are not well understood. In this paper, because coworkers frequently bear the brunt of interactions with self-estranged workers, we sought to understand how the behavior of self-estranged workers corrodes their social exchange relationships with coworkers. In particular, we focus on how increasing self-estrangement, through its dysfunctional influence on the quality of social exchange relationships with coworkers, can exact a toll on estranged workers’ job performance. To provide greater insight into their relationships, we extend social exchange theory by specifying three behavioral outcomes that underlie the quality of ongoing, reciprocal exchanges, including the level of trustworthiness, accessibility, and peer citizenship behavior. To test our model, we gathered matching survey data in a large corporation from three sources, including 346 professional employees, a knowledgeable coworker, and their supervisor. Results show that self-estrangement indirectly impacts job performance and damages relationships with coworkers by reducing the estranged workers’ level of trustworthiness, accessibility, and peer citizen behavior. We also found that each of these behavioral outcomes served as a significant intervening mechanism separately, as well as when they were combined as a set, suggesting that coworker social exchange quality should be viewed as multidimensional.

scholarly journals The New Era Workplace Relationships: Is Social Exchange Theory Still Relevant?

2018 ◽  
Vol 11 (3) ◽  
pp. 456-481 ◽  
Author(s):  
Lily Chernyak-Hai ◽  
Edna Rabenu
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Work Relationships ◽  
Exchange Theory ◽  
Organizational Characteristics ◽  
Workplace Relationships ◽  
Exchange Relationships ◽  
New Era ◽  
Psychological Theories ◽  
Political Globalization

In this article, we argue that changes in workplace characteristics over the last few decades may affect work relationships and call for adjustments in the traditional theoretical framework used to understand them. Since the last quarter of the 20th century, there have been theories regarding changes in labor relationships following technological, political, globalization, and economical changes. However, we examine the changes in light of psychological theories rather than labor or industrial approaches. We review four main areas where social exchange theory (SET) has been implemented, address recent changes that challenge the traditional SET perspective, and propose alternative models. We refer to these models as “hybrid” as they integrate traditional SET premises with new-era workplace characteristics. First, we describe several changes in workplace characteristics. Next, we review some of the most conventional applications of SET to work relationships. Finally, we critically examine whether this theory meets the requirements of work relationships in the new world of work and conclude by arguing that SET needs to be adjusted to reflect the assumption that frequent changes in employee and organizational characteristics in the new workplaces require similar frequent adjustments in exchange relationships.

Team Networks and Team Identification: The Role of Leader-Member Exchange

2013 ◽  
Vol 41 (7) ◽  
pp. 1115-1123 ◽  
Author(s):  
KeXin Guan ◽  
ZhengXue Luo ◽  
JiaXi Peng ◽  
Zhen Wang ◽  
HaiTing Sun ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Identity Theory ◽  
Social Exchange Theory ◽  
Team Identification ◽  
Leader Member Exchange ◽  
Exchange Relationships ◽  
Member Exchange ◽  
The Mean ◽  
The Relationship

We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

The Indirect Effect of Justice Perceptions on Job Satisfaction Among Hispanic Employees

2018 ◽  
Vol 40 (4) ◽  
pp. 486-503 ◽  
Author(s):  
Laura Heron ◽  
Robert Coseano ◽  
Valentina Bruk-Lee
Keyword(s):  
Job Satisfaction ◽  
Organizational Behavior ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Attitudes And Behaviors ◽  
Justice Perceptions ◽  
The Relationship ◽  
Overall Job Satisfaction ◽  
The U.S

The notion that justice perceptions greatly influence behaviors and attitudes at work has been supported in the organizational behavior literature. Given the significant increase of Hispanic employees in the U.S. workforce in the last two decades, more research is needed to understand how justice relates to important outcomes in this population. The present study uses social exchange theory to examine conflict as a mediator of the relationship between justice and overall job satisfaction, and three individual facets of job satisfaction in a sample of 154 working Hispanic young adults in a variety of jobs. Findings indicate that conflict mediates the relationship between each dimension of justice and overall job satisfaction, and between two out of three examined facets of job satisfaction. The results provide evidence for the importance of justice perceptions in determining the attitudes and behaviors of Hispanic employees in the workplace.

scholarly journals Supervisor Workplace Gossip and Employee Job Performance: The Mediation Effect of Employee Job Engagement.

2018 ◽  
Vol 7 (4) ◽  
pp. 10
Author(s):  
Phakamani Dlamani ◽  
Iris Zhou ◽  
Juniter Kwamboka Mokua
Keyword(s):  
Job Performance ◽  
Research Design ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Service Sector ◽  
Mediation Effect ◽  
Tension Stress ◽  
Job Engagement ◽  
Effective Strategies ◽  
And Performance

This paper examined the role of supervisor gossip on subordinate job performance. The paper hypothesized that supervisor’s negative and positive gossip influence employee job engagement which in subsequently affects employee job performance. Dyadic research design was used to collect data from a sample of 228 employees and supervisors from Kwa Zulu Natal Government Municipality, South Africa. The employees completed the questionnaire items on supervisor gossip and job engagement, while their supervisors completed the questionnaire items on employee job performance. Data collection was done in three waves. The study established that positive superior gossip positively and significantly influenced employee job engagement, which positively improved employee job performance; while negative superior gossip had a positive, but insignificant effect on employee job engagement. The study was limited by the multicultural nature of the municipality as well as the causality issues and common method biases associated with research design. Having managed to utilize Social Exchange Theory (SET) in disentangling the supervisor-subordinate reciprocal communication web, the study proposes that supervisors should inculcate effective strategies of utilizing both positive and negative gossip in the workplace so as to increase positive employee outcomes. Negative gossip will cause tension, stress and mistrust among employees, while positive gossip will lead to creation of workplace antagonism and competition. This study attempted to assess the implication of supervisor gossip on employee job engagement and performance in the public service sector, whose employees are characterized with high job security as compared to their peers in the private sector.

Instrumental ties or expressive ties? Impact mechanism of supervisor–subordinate ties based on enterprise social media on employee performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Changyu Wang ◽  
Tianyu Yuan ◽  
Jiaojiao Feng
Keyword(s):  
Social Media ◽  
Job Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Employee Performance ◽  
Organizational Trust ◽  
Mediating Effect ◽  
Positive Role ◽  
Content Type ◽  
Enterprise Social Media

PurposeThe purpose of this study is to answer whether and how supervisor–subordinate instrumental or expressive ties based on enterprise social media (ESM) might enhance employee performance.Design/methodology/approachDrawing on social exchange theory, this study developed a theoretical model to explore the influencing mechanism of different supervisor–subordinate ties based on ESM on employee job performance. The model was empirically tested through 219 ESM users.FindingsThe results revealed that supervisor–subordinate instrumental ties based on ESM play a positive role in employee job performance, while supervisor–subordinate expressive ties based on ESM are not significantly related to employee job performance. Supervisor–subordinate instrumental ties and expressive ties based on ESM can positively influence employee job performance through the mediating effect of organizational trust. Besides, perceived performance climate can weaken the relation of organizational trust to job performance, and then weaken the indirect relations via the mediating of organizational trust.Originality/valueOur findings advance the understanding of ESM use through various underlying mechanisms and have the potential of guiding organizations to fine-tune their social media usage strategies.

Give and Take: Needed Updates to Social Exchange Theory

2018 ◽  
Vol 11 (3) ◽  
pp. 493-498 ◽  
Author(s):  
Helena D. Cooper-Thomas ◽  
Rachel L. Morrison
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Workplace Relationships ◽  
Citizenship Behaviors ◽  
Member Exchange

In their focal article, Chernyak-Hai and Rabenu (2018) argue that social exchange theory (SET) needs an update, and in this they are aligned with Cropanzano, Anthony, Daniels, and Hall's (2017) recent critical review of SET. Drawing on Chernyak-Hai and Rabenu's research, we explore two issues in more depth: first, that work relationships are becoming more complex than can be represented by simple dyadic reciprocity; and second, that the context of work is changing rapidly, with implications for workplace relationships. In exploring the ideas put forward by Chernyak-Hai and Rabenu, we draw on Cropanzano et al.’s two-dimensional model of social exchange, with the first dimension being desirable (positive) resources contrasted with undesirable (negative) ones, and the additional dimension being active (exhibit) behavior versus passive (withdraw) behavior. The first valence-oriented dimension fits clearly with the four foci of Chernyak-Hai and Rabenu's research, which cover both positive constructs, namely leader–member exchange (LMX), perceived organizational support and loyalty, and organizational citizenship behaviors (OCB), as well as negative constructs of perceived organizational politics and counterproductive work behaviors (CWB). The second, behavioral dimension proposed by Cropanzano et al. adds useful theoretical specificity that may address Chernyak-Hai and Rabenu's contention that SET needs updating to account for changes in how employees work and how organizations function.

When and how abusive supervision leads to knowledge hiding behaviors

2018 ◽  
Vol 39 (6) ◽  
pp. 794-806 ◽  
Author(s):  
Maria Khalid ◽  
Sajid Bashir ◽  
Abdul Karim Khan ◽  
Nida Abbas
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Abusive Supervision ◽  
Time Lags ◽  
Interpersonal Justice ◽  
Content Type ◽  
Values And Beliefs ◽  
Knowledge Hiding ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to examine the association between abusive supervision and knowledge hiding behaviors. The authors further investigate how abusive supervision is linked with knowledge hiding behaviors, and why some subordinates, unlike others, tend to engage in more knowledge hiding behaviors in response to abusive supervision. The authors propose that interpersonal justice mediates the relationship between abusive supervision and knowledge hiding behaviors, and that Islamic work ethics (IWE) weaken the hypothesized relationship between abusive supervision and knowledge hiding behaviors. Design/methodology/approach The data were gathered in three time lags from 224 respondents working in the hospitality industry of Pakistan. Findings The results reveal that the abusive supervision is positively associated with a knowledge hiding behaviors. This relationship is mediated by perceptions of interpersonal justice, but the IWE moderated this relationship such that in the presence of high levels of IWE, the impact of abusive supervision on knowledge hiding behaviors is weak. Practical implications Employees’ values and beliefs can serve as a safeguard against reactions to abusive supervision. The impact of abusive supervision on employees’ behaviors may be minimized by building their ethical values around Islamic principles. Originality/value To the best of the knowledge, this is the first study to examine the relationship between abusive supervision and knowledge hiding behaviors. The authors integrate displaced aggression and social exchange theory with the IWE literature to offer new insights in-to the mechanisms and boundary conditions associated with the relationship between abusive supervision and knowledge hiding behaviors.

INNOVATING WITH DOMINANT SUPPLIERS: LESSONS FROM THE RACE FOR LASER LIGHT

2019 ◽  
Vol 24 (01) ◽  
pp. 2050008 ◽  
Author(s):  
JANINA MILENA GOLDBERG ◽  
HOLGER SCHIELE
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Innovation Management ◽  
Innovation Process ◽  
Management Processes ◽  
Speed Up ◽  
Different Order ◽  
Innovation Processes

Traditionally, manufacturers could usually choose from several suppliers who would be more than willing to engage in innovation processes with them. However, more often the situation arises that a supplier has a dominant position because of a clear leadership or even exclusivity in a certain technology. How should the buying companies handle such situations when a supplier can choose the customer to collaborate with, rather than cueing in front of the customer’s door? This paper focuses on how a buying company may best handle this situation of innovating with dominant suppliers. The methodology used is a case study that compares, from an original equipment manufacturer’s perspective, two implemented supplier innovations with different expirations — a success case and a failure. Findings lead to three main propositions: First, firms may benefit from carefully analysing and designing the buyer–supplier constellation in innovation processes and not only the quality of the innovation. Drawing back on attractiveness theory grounded in social exchange theory may provide clues on how to do so. Second, in case of a dominant supplier situation, traditional innovation management processes may fail and need to be amended by a dedicated innovation process with a different order of steps. In the case of supplier dominance, it is essential to first analyse the supplier constellation, and then make the decision for the innovation path to follow — and not the other way around. Third, in the fight for getting access to a supplier’s innovation, a speed-up process with the buying company may be a tool for outperforming other buyers competing for the same supplier.

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