Age, experience and creative labour: Narratives of creative professionals over age 55 in the New York fashion industry

2021 ◽  
Vol 8 (2) ◽  
pp. 281-298 ◽  
Author(s):  
Anne McInnis ◽  
Katalin Medvedev
Keyword(s):  
New York ◽  
Social Exchange ◽  
Older Workers ◽  
Social Exchange Theory ◽  
Fashion Industry ◽  
Generational Theory ◽  
Endogenous Factors ◽  
Creative Processes ◽  
Creative Force ◽  
Collective Experience

This qualitative study introduces six creative fashion professionals, aged 55–74, who started their careers in the 1980s. They have managed to overcome the complex challenges of employment and remain active in the highly competitive and youth-centric fashion industry of New York City. The participants represent key occupations that drive the behind-the-scenes creative force in the industry’s supply chain. While their long careers have equipped them with expertise, multiple transferable hard and soft skills and extensive professional networks, they have become a rare age demographic in the industry. We investigate the importance of professional experience that comes with age in the current workforce by exploring the participants’ self-reflections and assessments about their careers as ageing workers. We determine how exogenous factors such as globalization, trade agreements, changes in technology, the effect of politics and recessions, global health crises and endogenous factors, such as changes in positions, additional training and work–life balance, have influenced their careers. We highlight the benefits of intergenerational teams in which older workers are effectively able to transfer knowledge to and collaborate with younger co-workers and vice versa. Employing insights of the theory of experience, continuity theory, social exchange theory and generational theory, the study shows that intergenerational collaboration is critical to mastering creative processes in the fashion and textiles industry. Our research uncovers this demographic’s collective experience, tacit knowledge and resilience and proclaims their passion for their professions. It also illuminates the strategies the participants employed to remain professionally relevant as they adapted to the shifting landscape of the global fashion industry.

Reducing Older Workers’ Sickness Absence: The Moderating Role of Perceived Fairness

2019 ◽  
Vol 6 (2) ◽  
pp. 130-136
Author(s):  
Bernadeta Goštautaitė ◽  
Yiduo Shao
Keyword(s):  
Sickness Absence ◽  
Social Exchange ◽  
Older Workers ◽  
Social Exchange Theory ◽  
Positive Association ◽  
Perceived Fairness ◽  
Employee Survey ◽  
Public Sector Organization ◽  
Negative Effect

Abstract Although aging is often associated with higher vulnerability for illness, research has reported mixed results regarding the relationship between workers’ age and sickness absence. Drawing on social exchange theory, we propose that perceived fairness may attenuate the positive association between employee age and sickness absence. We tested our hypotheses by matching employee survey data with organizational archival data on sickness absence from a public sector organization in Lithuania (n = 458). Our findings showed that perceived fairness buffered the negative effect of age on sickness absence, which provides important implications.

scholarly journals Employee Cynicism and Organizational Change

Market Forces ◽  
2020 ◽  
Vol 15 (1) ◽  
Author(s):  
Talat Behazad
Keyword(s):  
New York ◽  
Organizational Change ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Social Exchange ◽  
Latent Variables ◽  
Social Exchange Theory ◽  
Negative Relationship ◽  
Negative Association ◽  
Employee Cynicism

Organizational performance and its sustainability significantly depend on aligning business procedures with the fast-changing environment. Because of its significance, the study is based on the Social Exchange Theory. It has developed a new model that has five latent variables (i.e., organizational change, organizational commitment, trust, employee cynicism, and tendency to gossip and a total of fifteen direct and indirect relationships. The study has focused on SMEs in New York. The sample size for the survey was 390 calculated at a 95% percent confidence level and a 5% margin of error. The scales used in the study were adapted from earlier studies. The author has collected the data personally by visiting selected SMEs and used SmartPLS for data analysis. The results suggest that employee cynicism has a negative association with organizational change, the tendency to gossip, and trust. The organizational change also has a negative relationship with organizational commitment and trust. The tendency to gossip and trust have a negative association with organizational commitment. The results support all five single mediating relationships and two multi-mediating relationships. Based on the results, the study has concluded that the element of trust between employees and management is the most crucial aspect in SMEs of the surveyed units. Employees who have confidence and trust in management policies and procedures tend to support change management processes and have a high commitment level towards the organization.Keywords: Organizational change, commitment, trust, employee cynicism, the tendency to gossip.

Effects of supervisor's developmental feedback on employee loyalty: A moderated mediation model

2020 ◽  
Vol 48 (1) ◽  
pp. 1-14
Author(s):  
Yun Guo ◽  
Guobao Xiong ◽  
Zeyu Zhang ◽  
Jianrong Tao ◽  
Chuanjun Deng
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Linear Regression Analysis ◽  
Interactional Justice ◽  
Employee Loyalty ◽  
Employee Trust ◽  
Moderated Mediation Model ◽  
Developmental Feedback ◽  
Managerial Implications ◽  
Supervisor Trust

We utilized social exchange theory to examine the effects that supervisor developmental feedback has on employee loyalty toward the supervisor. The 337 participants for our study were recruited from a large manufacturing enterprise in Hunan, China. Using hierarchical linear regression analysis, we found that supervisor developmental feedback was positively related to both trust in, and employee loyalty toward, the supervisor. Trust was not only positively associated with employee loyalty toward the supervisor but also partially mediated the relationship between supervisor developmental feedback and employee loyalty toward the supervisor. Further, interactional justice moderated the positive relationship between supervisor developmental feedback and employee trust of the supervisor, such that the strength of this relationship was enhanced as interactional justice increased. Managerial implications and directions for further research are discussed.

scholarly journals When and How Does Sustainable HRM Improve Customer Orientation of Frontline Employees? Satisfaction, Empowerment, and Communication

2021 ◽  
Vol 13 (7) ◽  
pp. 3693
Author(s):  
Youngsam Cho ◽  
Yongduk Choi
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Customer Orientation ◽  
Frontline Employees ◽  
Hrm Practices ◽  
Employees Satisfaction ◽  
Organizational Empowerment ◽  
Research Findings ◽  
Comprehensive Framework ◽  
The Relationship

This study investigated the relationship between sustainable human resource management (HRM) practices, employee satisfaction, and customer orientation of frontline employees (FLEs) in the hotel industry from the perspective of internal marketing. Specifically, the study focused on three facets of sustainable HRM practices (i.e., training, reward, and benefit) as well as organizational empowerment and communication as FLE-supportive contexts. Although some studies have examined the relationship between HRM practices and customer orientation, they overlooked the importance of service context in facilitating FLE customer orientation. Thus, this study developed a comprehensive framework based on social exchange theory and self-determination theory. The results show that all three facets of the sustainable HRM practices were positively related to FLEs’ satisfaction. FLEs’ satisfaction was also positively related to their customer orientation. Furthermore, both organizational empowerment and communication moderated the relationship between FLEs’ satisfaction and customer orientation, which showed a positive relationship only when FLEs perceived high organizational empowerment or communication. The research findings provide beneficial theoretical and practical implications.

Social movements and exchanges: Sketch of a theory

2021 ◽  
pp. 104346312110351
Author(s):  
Nicolás M Somma
Keyword(s):  
Social Movements ◽  
Social Movement ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Strategic Behavior ◽  
Exchange Theory ◽  
Voluntary Organizations ◽  
Strategic Choices ◽  
Homo Economicus ◽  
Political Leverage

Using social exchange theory, this article presents a new theory for understanding the strategic choices made by social movement leaders—the “movement exchanges” theory. It looks at how leaders engage in exchanges of valued rewards with constituencies, institutional political players, bystander publics, and voluntary organizations. Leaders receive from these players important rewards (like committed activists, political leverage, and resources) for achieving movement goals. In turn, leaders make strategic choices (expressed in frames, tactics, targets, and claims) that other players find rewarding, favoring persistent exchanges across time. By considering movements’ simultaneous exchanges with several players, the theory makes sense of choices that remain puzzling for major movement theories. It also blends strategic behavior with culture (in the form of utopias, ideology, and emotions) but does not require the maximizing assumption of the homo economicus. I use the case of the contemporary Chilean student movement to illustrate the theory.

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.

scholarly journals Grandparenting and the Receipt of Filial Piety From Adult Children in Chinese American Families

2020 ◽  
Vol 4 (Supplement_1) ◽  
pp. 345-346
Author(s):  
Jeung Hyun Kim
Keyword(s):  
Social Exchange ◽  
Adult Children ◽  
Filial Piety ◽  
Social Exchange Theory ◽  
Role Theory ◽  
Intergenerational Relationships ◽  
Chinese American ◽  
Chinese American Families ◽  
Grandparent Caregiving ◽  
American Families

Abstract The current study explores the association between grandparent caregiving by Chinese American elders and their perceived receipt of filial support from their adult children, called filial piety (xiao). Many studies find a correlation between grandparent caregiving and filial behaviors from their adult children, which is notably higher among minority families, especially among Asians than among white families, stimulated by the norm of reciprocity, familism, and extended kinship. Drawing from the theory of intergenerational relationships, social exchange theory, and the role theory, this study questions whether a more active engagement in grandparenting renders higher levels of filial piety returns from adult children. It uses the PINE data, a survey on the wellbeing of Chinese American elders in Chicago. The results show that more hours of grandparent caregiving relate to higher returns of filial piety perceived by older parents. Correspondingly, though with a marginal significance, more pressures to take care of a grandchild from adult children reduce the elders’ perception of filial piety receipt. No interaction effect is found between the grandparenting hours and the pressure from adult children. Additionally, Chinese American elders possessing higher levels of education, mastery, and longer stays in the US perceive lower levels of filial piety receipt from adult children. Discussion will focus on how grandparent caregiving can be mutually beneficial and strengthen intergenerational relationships among Chinese American families.

scholarly journals We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

2021 ◽  
Vol 18 (8) ◽  
pp. 4241
Author(s):  
Marisa Salanova ◽  
Hedy Acosta Antognoni ◽  
Susana Llorens ◽  
Pascale Le Blanc
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Organizational Trust ◽  
Organizational Practices ◽  
Return On Assets ◽  
Top Managers ◽  
Psychological Mechanism ◽  
And Performance

This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.

scholarly journals The impact of transformational leadership and interactional justice on follower performance and organizational commitment in a business context

2021 ◽  
Vol 46 (4) ◽  
pp. 274-283
Author(s):  
Geir Thompson ◽  
Robert Buch ◽  
Per-Magnus Moe Thompson ◽  
Lars Glasø
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Leadership Behavior ◽  
Interactional Justice ◽  
Equation Modeling ◽  
Business Context ◽  
Direct Reports ◽  
The Impact

The relationships between transformational leaders and several follower outcomes have been well investigated, but the mechanism through which these leadership behaviors relate to such outcomes is relatively unexplored. By investigating the mediating role of interactional justice, using structural equation modeling analyses, and data collected from supervisors and direct reports at various organizational levels, the present study provides insight into the psychological processes underlying transformational leadership and its effectiveness on follower outcomes. In line with social exchange theory, the main takeaway from the present study is suggesting that leaders, who display transformational leadership behavior in a manner perceived by followers as respectful, fair, and consistent with moral and ethical standards, may expect greater follower organizational attachment as an appropriate response to interactional justice.

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