Expectations of organizational mobility, workplace social inclusion, and employee job performance

By J. Pearce, Amy E. Randel. 2004

183 citations recorded by the source corpus.

Two new concepts, employees' Expectations of Organizational Mobility (EOM) and Workplace Social Inclusion (WSI), were developed in part from the burgeoning literature on social capital. Two independent tests of the hypotheses in two different organizations found that the greater employees' EOM, the lower their WSI, which in turn was associated with lower employee job performance ratings. Further, the mediating role of WSI was confirmed. Our findings support the arguments of those who have warned that employees' EOM, and implicitly the human resources philosophy of ‘employability’ that encourages such expectations, is associated with comparatively worse individual job performance via lower levels of employee WSI. The value of these concepts for current employability debates, for the use of subjective supervisory judgments in performance appraisal ratings and for researchers interested in organization-based communal social capital, is discussed. Copyright © 2004 John Wiley & Sons, Ltd.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/ef53473ab272cea8f8f99d5889759a326cdcf261

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Toward the Employability—Link Model: Current Employment Transition to Future Employment Perspectives (2008, background): “A basic definition of employability is “where employers provide interesting jobs and opportunities to develop skills . . . [for a] mobile career” (Pearce & Randel, 2004, p. 82).”
Transformational leadership, learning, and employability: Effects on performance among faculty members (2011, background): “On the one hand, and in line with Pearce and Randel (2004)”
Careers: Mobility, Embeddedness, and Success (2007, unknown): “Moreover, the emotional energy devoted to the development of work-group relationships may also increase individuals’ sense of sacrifice when they consider external job opportunities (Pearce & Randel, 2004).”
Emotional Intelligence, Cognitive Intelligence, and Job Performance (2006, background): “…with high emotional intelligence and low cognitive intelligence may employ their abilities to manage emotions to develop good social relationships (Wong and Law, 2002) that may in turn enhance task performance via advice and social support (Sparrowe et al., 2001; Pearce and Randel, 2004).”
Potential Added Value of Psychological Capital in Predicting Work Attitudes (2006, methodology): “This construct was measured by a threeitem scale by Pearce and Randel (2004) used in research on workplace social inclusion (WSI).”
Coworker Relationships and Informal Communication in High-Intensity Telecommuting (2011, background): “Both processes are likely expedited by personal relationships developed in informal interaction (Pearce & Randel, 2004).”
The route to employability: Examining resources and the mediating role of motivation (2012, background): “This shift has been characterized as the “employability trend” to describe an approach to HRM in which employers provide interesting jobs and opportunities to develop skills that can be used to build a mobile career involving generalized investments in employees (Galunic and Anderson, 2000; Pearce a”