Search

The COVID-19 pandemic-as an omnipresent mortality cue-heightens employees' awareness of their mortality and vulnerability. Extant research has identified two distinct forms of death awareness: death anxiety and death reflection. Because researchers have exclusively examined death anxiety and death reflection as independent and unique variables across individuals while overlooking their interplay and co-existence within individuals, we know little about whether and why employees can have different combined experiences of two forms of death awareness over a certain period of time (e.g., during the pandemic), and how these different employee experiences relate to theoretically and practically important work-relevant consequences. To address this gap in our knowledge, we adopted a person-centered approach using latent profile analysis to consider death anxiety and death reflection conjointly within employees during the COVID-19 pandemic. Across two studies, we identified three distinct death awareness profiles-the disengaged, calm reflectors, and anxious reflectors-and found membership in these profiles systematically varied according to health- (e.g., risk of severe illness from COVID-19), work- (e.g., job-required human contact), and community-related (e.g., the number of regional infections) factors influencing the self-relevance of COVID-19 as a mortality cue. In addition, we found that these death awareness profiles differentially predicted important employee outcomes, including well-being (i.e., depression and emotional exhaustion) and prosocial behaviors at work (i.e., organizational citizenship behaviors and pro-diversity behavior). (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Negative workplace behavior has received substantial research attention over the past several decades. Although we have learned a lot about the consequences of negative behavior for its victims and third-party observers, a less understood but equally important research question pertains to the consequences for bad actors: How does engaging in negative behavior impact one’s thoughts, feelings, and subsequent behaviors? Moreover, do organizational members experience costs or benefits from engaging in negative acts? We address these questions with an integrative review of empirical findings on various actor-centric consequences of a wide range of negative behaviors. We organize these findings into five dominant theoretical perspectives: affective, psychological-needs, relational, psychological-resources, and cognitive-dissonance perspectives. For each perspective, we provide an overview of the theoretical arguments, summarize findings of relevant studies underlying it, and discuss observed patterns and contradictory findings. By doing so, we provide a very tentative answer to our initial questions, contending that engaging in negative acts is a two-edged sword for actors and its costs seem to slightly prevail over its benefits. Nevertheless, we make this preliminary conclusion based upon an incomplete knowledge base. In order to further our understanding of actor-centric outcomes of negative behavior, we also identify several important research gaps and needed future research directions.

Research has long emphasized that being trusted is a central concern for leaders (Dirks & Ferrin, 2002), but an interesting and important question left unexplored is whether leaders feel trusted by each employee, and whether their felt trust is accurate. Across 2 field studies, we examined the factors that shape the accuracy of leaders' felt trust-or, their trust meta-accuracy-and the implications of trust meta-accuracy for the degree of relationship conflict between leaders and their employees. By integrating research on trust and interpersonal perception, we developed and tested hypotheses based on 2 theoretical mechanisms-an external signaling mechanism and an internal presumed reciprocity mechanism-that theory suggests shape leaders' trust meta-accuracy. In contrast to the existing literature on felt trust, our results reveal that leader trust meta-accuracy is shaped by an internal mechanism and the presumed reciprocity of trust relationships. We further find that whether trust meta-accuracy is associated with positive relational outcomes for leaders depends upon the level of an employee's actual trust in the leader. Our research contributes to burgeoning interest in felt trust by elucidating the mechanisms underlying trust meta-accuracy and suggesting practical directions for leaders who seek to accurately understand how much their employees trust them. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Shame is a powerful and relevant discrete emotion in the workplace, as organizations are rife with potential to induce shame, and reactions to shame relate to important organizationally relevant outcomes. In this article, we review shame-related research from a variety of disciplines, integrating and identifying common patterns to better understand the shame process as it relates to organizational life. In doing so, we develop a framework that outlines the more internal psychological processes at the heart of the emotion of shame and situates these processes within the context of organizations. This framework highlights the organizational factors that help instigate shame in employees (i.e., unintentional shame triggers and purposeful shaming behaviors) as well as the behavioral outcomes important to organizations (i.e., prosocial, withdrawal, and aggressive behaviors) and provides insights regarding moderators that likely impact this process. In addition, we discuss future research implications as they pertain to each of the components in our framework, hoping that our article not only improves our understanding of organizational shame but encourages much-needed future research on it.

In this article, we examine member trust in deviant teams. We contend that a member's trust in his or her deviant team depends on the member's own deviant actions; although all members will judge the actions of their deviant teams as rational evidence that they should not be trusted, deviant members, but not honest members, can hold on to trust in their teams because of a sense of connection to the team. We tested our predictions in a field study of 562 members across 111 teams and 24 organizations as well as in an experiment of 178 participants in deviant and non-deviant teams. Both studies show that honest members experience a greater decline in trust as team deviance goes up. Moreover, our experiment finds that deviant members have as much trust in their deviant teams as honest members do in honest teams, but only in teams with coordinated rather than independent acts of deviance, in which deviant members engage in a variety of ongoing dynamics foundational to a sense of connection and affective-based trust. (PsycINFO Database Record

Objectives Disruptive intraoperative behavior has detrimental effects to clinicians, institutions, and patients. How clinicians respond to this behavior can either exacerbate or attenuate its effects. Previous investigations of disruptive behavior have used survey scales with significant limitations. The study objective was to develop appropriate scales to measure exposure and responses to disruptive behavior. Methods We obtained ethics approval. The scales were developed in a sequence of steps. They were pretested using expert reviews, computational linguistic analysis, and cognitive interviews. The scales were then piloted on Canadian operating room clinicians. Factor analysis was applied to half of the data set for question reduction and grouping. Item response analysis and theoretical reviews ensured that important questions were not eliminated. Internal consistency was evaluated using Cronbach α. Model fit was examined on the second half of the data set using confirmatory factor analysis. Content validity of the final scales was re-evaluated. Consistency between observed relationships and theoretical predictions was assessed. Temporal stability was evaluated on a subsample of 38 respondents. Results A total of 1433 and 746 clinicians completed the exposure and response scales, respectively. Content validity indices were excellent (exposure = 0.96, responses = 1.0). Internal consistency was good (exposure = 0.93, responses = 0.87). Correlations between the exposure scale and secondary measures were consistent with expectations based on theory. Temporal stability was acceptable (exposure = 0.77, responses = 0.73). Conclusions We have developed scales measuring exposure and responses to disruptive behavior. They generate valid and reliable scores when surveying operating room clinicians, and they overcome the limitations of previous tools. These survey scales are freely available.

Extending the literature on social capital development in the community, this article examines the impact of diverse social interactions (in the community and the workplace) on the development of social trust in the workplace, and investigates whether their effects differ in individualistic and collectivistic cultures. Using survey data collected in Canada and China, the authors find that the diversity of one’s social interactions in the community is positively associated with one’s social trust in the workplace, and this relationship is not significantly different between the two cultures. Diversity of one’s social interactions in the workplace is also positively associated with one’s social trust in the workplace, though only in collectivistic cultures.

We examined the conditions under which workplace ostracism promotes prosocial reactions (i.e., helping behavior) and deters antisocial behavior (i.e., social loafing). Using data from 213 employees and their direct supervisors, we found that when group identification is strong, workplace ostracism increases the helping behavior and decreases the social loafing of employees. Moreover, we found that employees’ tenure further moderates this effect; for those employees who have a strong group identification and long tenure, the positive association of ostracism and helping behavior is the strongest.

This article provides a review of the literature addressing the impact of coworkers’ deviant, dysfunctional, or counterproductive behaviors upon individual employees. We provide a framework for the collection of findings on this issue, revealing that coworker deviant behavior negatively impacts individual employees’ attitudes, affect, and actions through three routes: (a) direct impact, whereby an employee is the target of coworkers’ deviant behaviors; (b) vicarious impact, whereby an employee is impacted by witnessing or learning of coworkers’ deviant behaviors; and (c) ambient impact, whereby an employee is impacted by working in an environment characterized by collective coworker deviant behavior. In our discussion of these routes of influence, we outline the relevant empirical findings for and theoretical perspectives of each, as well as the moderators of these effects. We conclude our review by identifying recommended future research directions based upon our critical assessment of this literature.

Gossip, or informal and evaluative conversations between two or more persons about absent others (Eder & Enke, 1991; Kurland & Pelled, 2000), is pervasive. People spend at least two-thirds of their...

This symposium puts together four empirical studies on workplace ostracism, aiming to examine the contextual and dispositional antecedents of workplace ostracism, as well as how workplace ostracism...

In this field study, we develop and test a theory regarding the role of trust in the work environment as a critical condition that determines the relationship between psychological ownership, territoriality, and being perceived as a team contributor. We argue that, dependent upon the context of trust in the work environment, psychological ownership may lead to territorial behaviors of claiming and anticipatory defending and that, dependent upon the context of trust, territorial behavior may lead coworkers to negatively judge the territorial employee as less of a team contributor. A sample of working adults reported on their psychological ownership and territorial behavior toward an important object at work, and a coworker of each provided evaluations on the level of trust in the work environment and rated the focal individual's contributions to the team. Findings suggest that a work environment of trust is a �double-edged sword�: On the one hand, a high trust environment reduces the territorial behavior associated with psychological ownership; on the other hand, when territorial behavior does occur in high trust environments, coworkers rate the territorial employee's contributions to the team significantly lower. We discuss the nature and management of territorial behavior in light of these findings.

The pervasive effects of change leadership may be best illustrated by examining institutional engagement and student experience, two areas that directly affect alumni giving. Alumni donor participation may be understood by focusing on student experience and engagement, and higher education administrators can benefit from understanding the influence of alumni donor behavior through enriching college experiences. The study examines data of alumni giving at three different institutions in the southeastern United States to determine the impact of the Carnegie Community Engagement Classification and reclassification on the purposeful institutionalization of community engagement and service-learning. The purpose of this chapter is to provide an overview of the institutionalization of service-learning process, practical strategies for implementing system-wide change, and relate those practices to its influence on alumni donor behavior – information that are practical and highly useful that can facilitate positive changes for institutions.

This article offers a review, integration, and extension of the literature relevant to ostracism in organizations. We first seek to add conceptual clarity to ostracism, by reviewing existing definitions and developing a cohesive one, identifying the key features of workplace ostracism, and distinguishing it from existing organizational constructs. Next, we develop a broad model of ostracism in organizations. This model serves to integrate the relevant findings related to ostracism in organizations and to extend our theorizing about it. We take a decidedly organizational focus, proposing organizationally relevant factors that may cause different types of ostracism, moderate the experience of ostracism at work, and moderate the reactions of targets. We hope this article will provide a good foundation for organizational scholars interested in studying ostracism by providing a framework of prior literature and directions for future study.

In this study, we investigate the simultaneous impact of, and interaction between, being the direct target of bullying and working in an environment characterized by bullying upon employees’ turnover intentions. Hierarchical linear modeling analysis of a sample of 41 hospital units and 357 nurses demonstrates that working in an environment characterized by bullying increases individual employees’ turnover intentions. Importantly, employees report similarly high turnover intentions when they are either the direct target of bullying or when they work in work units characterized by high bullying. Results also suggest that the impact of unit-level bullying is stronger on those who are not often directly bullied themselves.

wolff A.C., ratner P.A., robinson S.L., oliffe J.L. & Hall L.M. (2010) Journal of Nursing Management 18, 948–969 Beyond generational differences: a literature review of the impact of relational diversity on nurses' attitudes and work Aim Based on a review of the empirical literature, we examine the influence of selected diversity attributes on nurses’ work-related attitudes and behaviour. Background The nursing workforce has become increasingly heterogeneous in its age, educational attainment, and ethnicity/race distributions. There is considerable speculation, in the literature, that the work values of recent nursing graduates are discordant with more experienced nurses. Results A review of studies published between 1980 and 2009 in nursing, healthcare, psychology, and organizational behaviour led to the inclusion of 19 peer-reviewed research articles, from which our analyses are drawn. Key issues The findings indicate that age diversity leads to negative behaviour toward others in the workgroup (e.g. poor collegial relationships) whereas perceived work-values diversity is negatively associated with individuals’ own attitudes and behaviour toward their work as well as toward other members of their workgroup. Conclusions There is inconclusive evidence about the attributes that most significantly influence nurses’ attitudes and work; however, preliminary evidence supports the salience of work values. Implications for nursing management Irrespective of the actual diversity within workgroups, how nurses see one another can have a significant impact on members of their workgroups and their functioning. Broader conceptualizations of diversity are necessary.

We find that ostracism negatively impacts belongingness, which in turn relate to lower performance and higher withdrawal. We further find that the impact of ostracism is unique compared to that of ...

This special topic forum was designed to stimulate theory development on corruption in organizational life as a systemic and synergistic phenomenon. Given the multiple perspectives and bodies of literature that can be brought to bear on the phenomenon, we introduce the forum with a micro view, macro view, wide view, long view, and deep view of organizational corruption. These views suggest that there is much need for conceptual work that is integrative, interactionist, and processual in nature.

The impact of employees' collective perceptions of being trusted by management was examined with a longitudinal study involving 88 retail stores. Drawing on the appropriateness framework (March, 1994; Weber, Kopelman, & Messick, 2004), the authors develop and test a model showing that when employees in an organization perceive they are trusted by management, increases in the presence of responsibility norms, as well as in the sales performance and customer service performance of the organization, are observed. Moreover, the relationship between perceptions of being trusted and sales performance is fully mediated by responsibility norms.

Background: Reports that death notices in the Times-Picayune, the New Orleans daily newspaper, increased dramatically in 2006 prompted local health officials to determine whether death notice surveillance could serve as a valid alternative means to confirm suspicions of excess mortality requiring immediate preventive actions and intervention.Methods: Monthly totals of death notices from the Times-Picayune were used to obtain frequency and proportion of deaths from January to June 2006. To validate this methodology the authors compared 2002 to 2003 monthly death frequency and proportions between death notices and top 10 causes of death from state vital statistics.Results: A significant (47%) increase in proportion of deaths was seen compared with the known baseline population. From January to June 2006, there were on average 1317 deaths notices per month for a mortality rate of 91.37 deaths per 100,000 population, compared with a 2002–2004 average of 924 deaths per month for a mortality rate of 62.17 deaths per 100,000 population. Differences between 2002 and 2003 death notices and top 10 causes of death were insignificant and had high correlation.Discussion: Death notices from local daily newspaper sources may serve as an alternative source of mortality information. Problems with delayed reporting, timely analysis, and interoperability between state and local health departments may be solved by the implementation of electronic death registration. (Disaster Med Public Health Preparedness. 2007;1:15–20)

Although organizational control and power are often designed to diminish workplace deviance, they also have the capacity to incite it. This is because enactments of power that confront organizational members in their daily work lives can create frustration that is expressed in acts of deviance. In this article, the authors examine why power provokes workplace deviance in organizations and, specifically, how types of power affect the form that workplace deviance takes.

Territorial feelings and behaviors are important, pervasive, and yet largely overlooked aspects of organizational life. Organizational members can and do become territorial over physical spaces, ideas, roles, relationships, and other potential possessions in organizations. We examine how territorial behaviors are used to construct, communicate, maintain, and restore territories in organizations. We then go on to discuss the organizational consequences of these behaviors, including their effects on organizational commitment, conflict, preoccupation, and individual isolation.

A field study was initiated in 1997 to assess the ability of tall fescue grass to remediate an aged creosote-contaminated surface soil. Field monitoring was combined with aerobic microcosm experiments, microbial enumerations, and plant tissue analysis to determine the impact of tall fescue on the degradation of six polycyclic aromatic hydrocarbons (PAHs), acenaphthene, fluorene, phenanthrene, fluoranthene, pyrene, and chrysene, and to elucidate the mechanisms of remediation. Fescue grass had a beneficial impact on the degradation of all PAHs except phenanthrene. Mean concentrations of the three-ring PAHs, acenaphthene and fluorene, were lower in fescue cells compared to unvegetated cells after 36 months. In microcosms with soil from fescue cells, acenaphthene had a significantly higher degradation rate and lower final concentration after 180 days than in microcosms prepared with soil from unvegetated cells. Mean concentrations of the four-ring PAHs, fluoranthene, pyrene, and chrysene, were statistically s...

Introduction Engaging in teamwork requires a clear understanding of positive and negative behaviours that act as facilitators and barriers to collegial workplace relationships. Identifying and correcting underlying barriers, while promoting facilitators, is fundamental to improving care delivery and, ultimately, clinical outcomes. Despite a considerable amount of literature in this area, there is a lack of clarity of the different behaviours as several parallel literatures address similar questions about antecedents, processes and outcomes. The purpose of this study is to synthesise the current state of literature reporting on behaviours in workplace relationships. Using a scoping review methodology, the following research question will be addressed: “What is known about positive and negative behaviours in workplace relationships?” Methods and analysis We will employ the methodological frameworks used by Arksey and O9Malley and Levac et al. The search strategy will include numerous electronic databases, grey literature sources and hand-searching of reference lists from 1990 to present with a limit to English language. Search strategies will be developed using controlled vocabulary and keyword terms related to various components of workplace relationships. Two reviewers will independently screen titles and abstracts for inclusion, followed by screening of the full text of potential articles to determine final inclusion. A descriptive numerical analysis will describe characteristics of included studies. A thematic analysis will provide an overview of the literature, including definitions, conceptual frameworks, antecedents, outcomes and interventions. Dissemination In reviewing a wide range of positive and negative behaviours, then integrating into a manageable, meaningful whole, this study is a critical step in helping policymakers, leaders and healthcare professionals effectively use what is known thus far. Knowledge translation activities will occur throughout the study with dissemination of findings to local, national, and international stakeholders, including a wide range of clinicians, leaders and administrators in all sectors.

The counseling profession can benefit from study of the changes in teacher certification when expediency has been a priority and standards have been altered or even eliminated in moves to place persons called "teachers" in classrooms. Maintaining the integrity of counselor preparation may depend on the willingness of professionals to be proactive. ********** As a person who has spent a career in education, I (the first author) have found that my perspective of the profession has evolved as I have moved from teacher to preschool administrator to university faculty member to dean of a college of education. The current climate for educators in all roles and at all levels of the profession is the most challenging in my 30 years of experience. There is much that counselors can learn from the threats to the profession faced by colleagues who are teachers and administrators. Challenges such as identity, unity, licensure, third-party reimbursement, only to name a few, continue to raise serious issues in the profession. Forewarned is forearmed--but only if the challenges are recognized and appropriate actions are undertaken. Thus, the purpose of this article is to provide "A Cautionary Tale for Counselors" and to suggest socially responsible ways for them to respond to challenges to the counseling profession. SOCIAL RESPONSIBILITY Social responsibility may be defined as balancing the pursuit of one's individual goals with the needs of others in establishing a safe and just world and ensuring the continuation of a democratic society. The American Counseling Association's (ACA) goals include representing the heart of all professional counselors--regardless of gender, race, ethnicity, training, or professional specialty--and promoting the interconnections among people, and ACA centers its energy on nourishing those connections. For decades, the important role of this vision has been recognized. In his 1888 textbook, Methods of Teaching, Swett stressed, "The vital part of human culture is not that which makes man what he is intellectually; but that which makes him what he is in heart, life, and character" (p. 94). Even though such time-honored beliefs support the counseling profession, it may face some of the same struggles that have had an impact on teachers and teacher educators. Thus, the following "Five Lessons Learned the Hard Way by Recent Trials of Teachers and Teacher Educators" are offered. LESSON 1 One of the penalties of refusing to participate in politics is that you end up being governed by your inferiors. --Plato This is a hard-boiled world, and some counselors may resist "being political" because it is often reviewed as confrontational, ugly, and argumentative. Moreover, it can be. Three suggestions are offered as strategies. 1. First, adopt an attitude, even if it is not one as severe as Dave Barry's (2002): "I argue very well. Ask any of my remaining friends. I can win an argument on any topic, against any opponent. People know this, and steer clear of me at parties. Often, as a sign of their great respect, they don't even invite me." The attitude to adopt is one of confidence--one that asserts the power of the profession. Counseling possesses the attributes of a profession: a knowledge base, academic study, demonstration of professional expertise in practice, and licensure, to name a few. It is important to educate policy makers and the public by informing them about the essence of the profession. 2. Second, be aware. Read, listen, participate. Vote. A University of Central Florida professor told of the graduate class in science education during which students were upset and outraged over policies recently enacted in Florida. After listening patiently, the professor asked one question, "How many of you voted in the last election?" Three of the 32 students raised their hands. …

This study examines factors affecting employees' perceptions that their psychological contract has been breached by their organization, and factors affecting whether this perception will cause employees to experience feelings of contract violation. Data were obtained from 147 managers just prior to their beginning of new job (time 1) and 18 months later (time 2). It was found that perceived contract breach at time 2 was more likely when organizational performance and self-reported employee performance were low, the employee had not experienced a formal socialization process, the employee had little interaction with organizational agents prior to hire, the employee had a history of psychological contract breach with former employers, and the employee had many employment alternatives at the time of hire. Furthermore, perceived breach was associated with more intense feelings of violation when employees both attributed the breach to purposeful reneging by the employer and felt unfairly treated in the process. Theoretical and practical implications of these results are discussed. Copyright © 2000 John Wiley & Sons, Ltd.

This cross-level field study, involving 187 employees from 35 groups in 20 organizations, examined how individuals' antisocial behaviors at work are shaped by the antisocial behavior of their cowor...

Are threats and assaults committed by employees a reflection of aggression found in society at large or of faulty management practices? Analyses of large-scale longitudinal data showed that local v...

This study tests the validity of one aspect of social learning theory, the modeling effect, for predicting aggressive workplace behavior. In a sample of 189 employees across 20 organizations, we fo...

This study examines the relationship between violation of an employee's psychological contract and civic virtue behavior. A psychological contract is a set of beliefs regarding mutual obligations between employee and employer. One hundred twenty-six MBA alumni were surveyed at the time of hire (T1), and after 18 months (T2) and 30 months (T3) on the job. When employees felt that their employers had failed to fulfil employment obligations at T2, they were less likely to engage in civic virtue behavior at T3. There was evidence that this relationship was partly mediated by trust. These findings have implications for research on OCB and for managers seeking to maintain employee citizenship behavior.

In this study, we developed a typology of deviant workplace behaviors using multidimensional scaling techniques. Results suggest that deviant workplace behaviors vary along two dimensions: minor versus serious, and interpersonal versus organizational. On the basis of these two dimensions, employee deviance appears to fall into four distinct categories: production deviance, property deviance, political deviance, and personal aggression. Theoretical and empirical implications are discussed.

Family satisfaction with critical care is influenced by a variety of factors. We investigated the relationship between measures of organizational and safety culture, and family satisfaction in critical care. We further explored differences in this relationship depending on intensive care unit survival status and length of intensive care unit stay of the patient.Cross-sectional surveys.Twenty-three tertiary and community intensive care units within three provinces in Canada.One thousand two-hundred eighty-five respondents from 2374 intensive care unit clinical staff, and 880 respondents from 1381 family members of intensive care unit patients.None.Intensive care unit staff completed the Organization and Management of Intensive Care Units survey and the Hospital Survey on Patient Safety Culture. Family members completed the Family Satisfaction in the Intensive Care Unit 24, a validated survey of family satisfaction. A priori, we analyzed adjusted relationships between each domain score from the culture surveys and either satisfaction with care or satisfaction with decision-making for each of four subgroups of family members according to patient descriptors: intensive care unit survivors who had length of intensive care unit stay14 days or14 days, and intensive care unit nonsurvivors who had length of stay14 days or ≥14 days. We found strong positive relationships between most domains of organizational and safety culture, and satisfaction with care or decision-making for family members of intensive care unit nonsurvivors who spent at least 14 days in the intensive care unit. For the other three groups, there were only a few weak relationships between domains of organizational and safety culture and family satisfaction.Our findings suggest that the effect of organizational culture on care delivery is most easily detectable by family members of the most seriously ill patients who interact frequently with intensive care unit staff, who are intensive care unit nonsurvivors, and who spend a longer time in the intensive care unit. Positive relationships between measures of organizational and safety culture and family satisfaction suggest that by improving organizational culture, we may also improve family satisfaction.

The occurrence and impact of psychological contract violations were studied among graduate management alumni (N = 128) who were surveyed twice, once at graduation (immediately following recruitment) and then two years later. Psychological contracts, reciprocal obligations in employment developed during and after recruitment, were reported by a majority of respondents (54.8 per cent) as having been violated by their employers. The impact of violations are examined using both quantitative and qualitative data. Occurrence of violations correlated positively with turnover and negatively with trust, satisfaction and intentions to remain.

In an exploratory longitudinal study of business school alumni, we investigated changes in employment obligations as perceived by employees. During the first two years of employment, employees came...

The concept of feedback seeking proposed by Ashford & Cummings (1983) is extended by considering the process of feedback seeking when people work in groups. Three issues are considered. First, motives that underlie feedback seeking in groups are identified. Second, the impact of each motive on the level of feedback sought (individual or group); the decision to seek feedback from other group members, people outside the group or from a non-human source; and the decision to seek information publicly or privately are described. Third, implications of feedback seeking for group effectiveness are discussed.

The employee-organization relationship (EOR) has increasingly become a focal point for researchers in organizational behavior, human resource management, and industrial relations. Literature on the EOR has developed at both the individual – (e.g. psychological contracts) and the group and organizational-levels of analysis (e.g. employment relationships). Both sets of literatures are reviewed, and we argue for the need to integrate these literatures as a means for improving understanding of the EOR. Mechanisms for integrating these literatures are suggested. A subsequent discussion of contextual effects on the EOR follows in which we suggest that researchers develop models that explicitly incorporate context. We then examine a number of theoretical lenses to explain various attributes of the EOR such as the dynamism and fairness of the exchange, and new ways of understanding the exchange including positive functional relationships and integrative negotiations. The article concludes with a discussion of future research needed on the EOR.