THE EMPLOYEE-ORGANIZATION RELATIONSHIP: A TIMELY CONCEPT IN A PERIOD OF TRANSITION

By L. Shore, Lois E. Tetrick, M. Susan Taylor, Jaqueline A.-M Coyle Shapiro, R. Liden, J. Parks, E. W. Morrison, L. Porter, Sandra L. Robinson, M. Roehling and 4 more. 2004

270 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/2f1f93fdf6d9bca2f9b1a234407587e72e3e6cb4

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Citations in the corpus

Reactions to psychological contract breach: a dual perspective (2008, background): “Since the 1980s, the increasingly competitive environment and rapid technological developments have engendered much organizational restructuring, resulting in changes in employment relationships among employees at all levels (Shore et al., 2004; Tsui & Wang, 2002).”
Will They Stay or Will They Go? Exploring a Customer-Oriented Approach To Employee Retention (2011, methodology): “As with any new model or theory, construct validation should precede substantive research ( Schwab 1980 ).”
Psychological contract breach and job attitudes: A meta-analysis of age as a moderator (2008, background): “In addition, the reference lists of several review and other articles about the psychological contract were scrutinized (e.g. Anderson & Schalk, 1998; Shore et al., 2004), as well as the reference lists from articles which were obtained from the database searches.”
Linking Leader-Member Exchange and Employee Work Outcomes: The Mediating Role of Organizational Social and Economic Exchange (2009, unknown): “to measure the nature of the exchange relationship directly from the perspective of employees (Shore et al., 2004).”
Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. (2009, background): “Researchers have argued that when employees perceive a high level of organizational support, they may use behaviors valued by the organization as currency to reciprocate the benevolent treatment from the organization (Lambert, 2000; Shore et al., 2004).”
Social and economic exchange in the employee‐organization relationship: the moderating role of reciprocation wariness (2009, background): “Central to conceptualizations of the employee-organization relationship (EOR) ( Shore et al. , 2004”
The role of Task-orienTed versus relaTionship- orienTed leadership on normaTive conTracT and group performance (2009, background): “Although relatively little research has been conducted regarding the direct influence of higher-level processes on the creation of the psychological contract, there is some evidence that employees who share the same manager develop a greater level of agreement regarding the terms which make up the p”
A SOCIAL-STRUCTURAL PERSPECTIVE ON EMPLOYEE- ORGANIZATION RELATIONSHIPS AND TEAM CREATIVITY (2014, background): “For more than two decades, employment relationships have captured the attention of economists, psychologists, and management scholars (Shaw et al., 2009; Shore et al., 2004; Tsui & Wang, 2002).”
Perceptions of the organizational context and psychological contract breach: Assessing competing perspectives (2009, background): “, the employment market, the economy, type of industry) features of jobs that might influence employees’ evaluations of their psychological contracts (Shore et al., 2004).”
The Interactive Effects of Psychological Contract Breach and Organizational Politics on Perceived Organizational Support: Evidence from Two Longitudinal Studies (2009, unknown): “Consequently, management scholars (Aselage and Eisenberger, 2003; Coyle-Shapiro and Conway, 2005; Shore et al., 2004) conceive of these theories as tapping two different phenomena, such that one theory does not simply represent a special case of the other.”
Breach of Psychological Contract and the Development of Burnout and Engagement: A Longitudinal Study Among Soldiers on a Peacekeeping Mission (2010, background): “However, the individual develops a psychological contract specific to situations during his or her professional activity and believes that the relationship is regulated by a set of mutual obligations (Marks, 2001; Shore et al., 2004).”
The nature of employee engagement: rethinking the employee–organization relationship (2017, background): “…relationship is an overarching term describing the relationship between the employee and the organization, and includes microattachments such as the concepts of employee engagement, psychological empowerment and the psychological contract (Coyle-Shapiro & Shore, 2007; Shore et al., 2004).”