Examining degree of balance and level of obligation in the employment relationship: a social exchange approach

Article Abstract:

The degree of balance and level of obligation inherent in psychological contracts between employers and employees were analyzed using a social exchange approach. To this end, a typology of four exchange relationships defined by the degree of balance in employee and employer obligations and level of obligation was evaluated in a study of 327 working students taking up master of business administration. Empirical results showed that higher levels of perceived organizational support, affective commitment and career future existed in the mutual high obligations relationship. There were also lower levels of turnover intention than all other categories of exchange relationships.

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Transfer decision making: different decision models depending on the transfer conditions?

Article Abstract:

The mediating factors in employee transfer/relocation decisions in an intra-organizational context were investigated. The objective was to examine the relationship between various exogenous variables and the willingness of employees to relocate. Empirical results showed that community and family concerns as well as career attitudes and perceptions affect the transfer/relocation decisions of employees. Furthermore, employee attitudes toward moving are influenced by organizational norms regarding transfer and the employee's fear of refusing to be transferred.

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The social effects of punishment events: the influence of violator past performance record and severity of the punishment on observers' justice perceptions and attitudes

Article Abstract:

There is substantial empirical evidence suggesting that past performance of employees and the severity of punishment imposed in organizations influence an observer's perceptions of justice in a punishment event. To prove this assumption, Trevino's (1992) model of the social effects of punishment was examined. It was found that there is a tendency for observers to judge violators with poor performance records as more deserving of punishment than those with good records. Observers also view punishment events as more fair when the manager's response is severe.

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