"Employee-organization relationship" is an overarching term that describes the relationship between the employee and the organization. It encompasses psychological contracts, perceived organizational support, and the employment relationship. Remarkable progress has been made in the last 30 years in the study of EOR. This volume, by a stellar list of international contributors, offers perspectives on EOR that will be of interest to scholars, practitioners and graduate students in IO psychology, business and human resource management.
"Recommended [for] social science and business students and practitioners." - G.E. Kaupins, Boise State University, USA, in CHOICE
"This new volume provides new perspectives on the new employment relationships, a topic of importance to managers and scholars that transcends space and time. This is a wonderful collection of papers authored by the brightest minds in management. In this world of unstable economies, uncertainty employment outlooks, and conflicting interests, the readers will discover insight into the multi-faceted nature of employment relationship and ideas to enrich their own work." - Anne Tsui, W.P. Carey School of Business, Arizona State University
"The previous Coyle-Shapiro, Taylor and Tetrick (2004-Oxford) book on the Employee Relationship was absolutely brilliant. What made it such a strong volume was the authors’ focus on bringing together several disparate threads into a single coherent overarching concept and framework….There is no doubt that the editors (once again) have lined up an all star cast. The authors in this volume are the absolute best in their respective fields." - Carol Kulik, University of South Australia
"This volume is timely and should serve to keep this area of scholarship moving forward. What is especially new and unique is the integration of other literatures with that of EOR." - Tammy Allen, University of South Florida
"This rich collection of inspiring and innovative approaches to employee-organization relationships is a must read for everyone interested in the understanding of the impact of the fundamentals of the interplay between employees and organizations on organizational performance and employee well-being." - Dr. Rene Schalk, Tilburg University, The Netherlands And North West University, South Africa
"A masterful job at unpacking the unknowns of the Employee-Organization Relationship, while also weaving it into the broader fabric of the Organization Sciences. Great Authors, Very Insightful Chapters!" - M. Susan Taylor, Robert H. Smith School of Business, University of Maryland
J.N. Cleveland, K.R. Murphy, Series Foreword. L.M. Shore, J.A.-M. Coyle-Shapiro, L.E. Tetrick, Expanding the Boundaries and Challenging the Assumptions of the Employee–Organization Relationship (EOR) Literature. Part 1. New Ways of Thinking about the EOR. B.E. Ashforth, K.M. Rogers, Is the Employee–Organization Relationship Misspecified? The Centrality of Tribes in Experiencing the Organization. M. Schminke, The Employee–Organization Relationship and Ethics: When it Comes to Ethical Behavior, Who is the Organization and Why Does it Matter? D. van Kippenberg, Social Identity-Based Leadership and the Employee–Organization Relationship. J. McLean Parks, F.L. Smith, Resource Commensurability and Ideological Elements of the Exchange Relationship. L.M. Shore, J.A.-M. Coyle-Shapiro, Perceived Organizational Cruelty: An Expansion of the Negative Employee–Organization Relationship Domain. J.L. Pearce, Assumptions in Employee–Organization Relationship Research: A Critical Perspective from the Study of Volunteers. Part 2. Putting the ‘R’ Back in the EOR. D.E. Guest, R. Rodrigues, Can the Organizational Career Survive? An Evaluation within a Social Exchange Perspective. E. Ernst Kossek, M.N. Ruderman, Work–Family Flexibility and the Employment Relationship. D.G. Gallagher, C.E. Connelly, Rethinking the EOR: Insights from the Experiences of Contingent Workers. K.M. Bartol, Y. Dong, Virtual EOR: Linking in to the Challenge of Increasingly Virtual Employee–Organizational Relationships. R. Takeuchi, A Relational Perspective on the Employee–Organization Relationship: A Critique and Proposed Extension. Part 3. Creation, Maintenance and Complexion of the EOR. D.L. Shapiro, M. Fugate, Fostering Anticipatory Justice: A New Option for Enhancing the Employee–Organization Relationship? A.M. Ryan, AOR and EOR: What's the Connection? P.W. Hom, Employee–Organizational Relationships: Their Impact on Push-and-Pull Forces for Staying and Leaving. M. Wang, Y. Zhan, Employee–Organization Relationships in Older Workers. Part 4. Organizational and Strategic Implications. D. Lepak, W.R. Boswell, Strategic HRM and Employee–Organizational Relationship (EOR). L.E. Tetrick, Emotions: The Glue that Holds the Employee–Organization Relationships Together (or Not). D.R. Avery, P.F. McKay, Q.M. Roberson, Managing Diversity Means Managing Differently: A Look at the Role of Racioethnicity in Perceptions of Organizational Support. E. Salas, S.M. Fiore, Why Work Teams Fail in Organizations: Myths and Advice. W.F. Cascio, R.J. Greene, The EOR and the Scholar–Practitioner Divide. L.M. Shore, J.A.-M. Coyle-Shapiro, L.E. Tetrick, What We Have Learned and Recommendations Going Forward.
The objective of the Applied Psychology Series is to offer publications that emphasize state-of-the-art research and its application to important issues of human behavior in a variety of societal settings.
The objective is to bridge both academic and applied interests. To date, more than 45 books in various fields of applied psychology have been published in this series.
If you are interested in joining this prestigious list of authors, please contact Jeanette Cleveland (Jeanette.Cleveland@ColoState.edu), Kevin Murphy (email@example.com), or Lauren Verity (firstname.lastname@example.org).