Insufficient Bureaucracy: Trust and Commitment in Particularistic Organizations
By J. Pearce, Imre Branyiczki, Gregory A. Bigley. 2000
170 citations recorded by the source corpus.
Many employees in the world are evaluated and rewarded at work based on who they are ("particularism") rather than based on impersonal judgments of their performance ("universalism"). Yet the field of organizational behavior has been virtually silent on how employees react to workplaces dominated by particularism. In an effort to understand the role of particularistic organizational practices, several ideas from comparative institutions theories are applied to questions of organizational behavior, and the model is tested in samples of large manufacturing and service organizations in the United States and Hungary. It was found that employees in a modernist political system (United States) did echo social scientists' claims by reporting that their employers' personnel practices were comparatively more universalistic than those in organizations operating in a neotraditional polity (Hungary). This perception of differences in personnel practices mediated the relationship between political system and employees' trust in one another, their perceptions of coworker shirking, and their organizational commitment.
Subfields: Organizational Behavior and Human Resource Management, Public Administration, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/888545458728196c134741b1bb4791355c1bd22f
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In Organizational Behavior and Human Resource Management
In Public Administration
In Sociology and Political Science
Citations in the corpus
- Cronyism: a cross-cultural analysis (2006, background): “…despite inclinations toward cronyism as a natural outgrowth of humans’ need for sociability and resulting desire to take care of close others, temptation does not always turn into actual cronyism because some societies attempt to minimize it through institutional safeguards (Pearce et al., 2000).”
- Probing theoretically into Central and Eastern Europe: transactions, resources, and institutions (2005, background): “Many studies take an ‘East vs West’ perspective, focusing on differences of national cultures as a result of institutional differences (Welsh et al., 1993; Pearce et al., 2000).”
- Online trust: a stakeholder perspective, concepts, implications, and future directions (2002, background): “Much of the work on trust in the management and organization literature relates to trust within and across organizations (Jarvenpaa and Leidner, 1999; Pearce et al., 2000; Zaheer et al., 1998).”
- Exchange fairness and employee performance: An examination of the relationship between organizational politics and procedural justice (2004, background): “…of bureaucratic rigidity particularly in the increasingly unpredictable environment of today s organizations, emphasis should be placed on organizational practices that promote universalistic principles (Pearce et al., 2000) which in turn, engender fairness in employee–organization exchanges.”