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25 - Implications of the Changing Nature of Work for the Employee–Organization Relationship

from Part III - Implications for Talent Management and Impact on Employees

Published online by Cambridge University Press:  02 April 2020

By
Mindy K. Shoss ,
Robert Eisenberger ,
Juseob Lee ,
Blaine A. Lewis ,
Dustin Maneethai ,
Xueqi Wen ,
Jia Yu  and
Jimmy Zheng
Edited by
Brian J. Hoffman ,
Mindy K. Shoss  and
Lauren A. Wegman
Brian J. Hoffman
Affiliation:
University of Georgia
Mindy K. Shoss
Affiliation:
University of Central Florida
Lauren A. Wegman
Affiliation:
University of Georgia
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Summary

Many writings on the changing nature of work portray the employee–organization relationship as a casualty of the modern workplace. This chapter reviews social exchange models of the employee–organization relationship as captured in organizational support and psychological contract theories. We explore the evidence of the extent to which the employee–organization relationship has changed as a result of changes in employment practices over the past several decades. Our analysis considers both overall trends in the employee–organization relationship as well as specific issues tied to temporary and part-time work, independent contractors, tripartite employment relationships, job insecurity, job hopping, and income inequality. The evidence suggests that while certain employment practices threaten the quality of the employee–organization relationship, social exchange models provide useful and relevant frameworks through which to understand the nature of these changes and employees’ reactions to them.

Keywords

perceived organizational supportpsychological contracttemporary workpart-time workindependent contractorstripartite employment relationshipsjob insecurityjob hoppingincome inequality
Type
Chapter
Information
The Cambridge Handbook of the Changing Nature of Work , pp. 532 - 554
Publisher: Cambridge University Press
Print publication year: 2020

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