Leader-member exchange (LMX) ratings from 375 supervisor-subordinate pairs were used to examine employee outcomes within the context of leader and member agreement/disagreement on the quality of their exchange relationship. The outcomes of interest included members' turnover intentions and actual turnover within the 6 months following the initial survey. Results indicate that outcomes varied across the different dyadic relationships. Furthermore, the LMX variable (i.e., the leader's rating, member's rating, or both) that was significantly related to intent to turnover and actual turnover when both LMX variables were added to the model simultaneously was contingent on the nature of the LMX relationship being examined.

Purpose: We examine the relationship between individual-and country-level values and preferences for job/organizational attributes.Design/methodology: Survey data were collected from 475 full-time employees (average of 9 years work experience, and 3 years in a managerial position) enrolled in part-time MBA programs in seven countries. Findings:Preference for a harmonious workplace is positively related to horizontal collectivism, whereas preference for remuneration/advancement is positively related to vertical individualism.We also find a positive relationship between preference for meaningful work and horizontal individualism, and between preference for employer prestige and social adjustment needs. Research limitations/implications:Although our sample comprised experienced, full-time professionals, using graduate business students may limit generalizability. Overall, our results provide initial support for the utility of incorporating the multidimensional I/C measure, as well as social adjustment needs, when assessing the relationships between values and employee preferences. Practical implications:For practitioners, the primary conclusion is that making assumptions about preferences based on nationality is risky. Findings may also prove useful for enhancing person-organization fit and the ability to attract and retain qualified workers.Originality/value: This study extends research on workers' preferences by incorporating a new set of values and sampling experienced workers in a range of cultural contexts.

Purpose-The present study tests a mediated model of the relationship between self-concept orientation (individualist and collectivist) and organizational identification (OrgID, Cooper and Thatcher, 2010), with proposed mediators including the need for organizational identification (nOID, Glynn, 1998) as well as self-presentation concerns of social adjustment (SA) and value expression (VE, Highhouse et al., 2007). Design-Data were collected from 509 participants in seven countries. Direct and mediation effects were tested using structural equation modeling (AMOS 25.0). Findings-Individualist self-concept orientation was positively related to VE and collectivist self-concept orientation was positively related to nOID, VE and SA. VE mediated the relationship between both self-concept orientations and OrgID. In addition, nOID mediated the relationship for collectivist self-concept orientation. Practical Implications-This study identifies underlying psychological needs as mediators of the relationship of self-concept orientation to organizational identification. Understanding these linkages enables employers to develop practices that resonate with the self-concept orientations and associated psychological needs of their employees, thereby enhancing organizational identification. Originality/Value-This study provides a significant contribution to the organizational identification literature by proposing and testing for relationships between self-concept orientations and OrgID as mediated by underlying psychological needs. The results provide support for the mediated model as well as many of Cooper and Thatcher's (2010) theoretical propositions, with notable exceptions.

The rapid increase in the practice of offshoring over the past decade has generated considerable debate about the consequences of this trend for the economy and for labor. A burgeoning literature examines a variety of issues related to offshoring; however, the majority have focused primarily on macro-level issues such as why organizations decide to offshore or why some ventures succeed and some fail. Very little research has examined the impact of exporting work on the attitudes and behaviors of employees in the destination country who are performing the work. We seek to address this gap in the literature by identifying the distinguishing characteristics of the offshore work environment and developing a theoretical framework for understanding destination workers' experiences and responses in this environment. Drawing on social identity theory and related research, we develop a multilevel model for explaining the antecedents and consequences of the identity conflicts that often arise among destination workers employed in voice-based service work.

Drawing on social exchange theory, we explore the reciprocal relationship between the perception of being offered family-oriented benefits (childcare information services and childcare vouchers) and parent–employees' engagement in organizational citizenship behaviors (OCBs). We examine the moderating role of both general and family-oriented social support from coworkers, an often cited, but less frequently studied aspect of parent–employees' work experiences. Based on survey data from parent–employees and their supervisors in the United States, we find that the strength of the relationship between the benefits and OCBs varies when coworker support is high versus low and that the direction of the relationship varies according to the type of coworker support. Specifically, when childcare vouchers are offered, OCBs are related to general support, whereas when childcare information is offered, OCBs are related to family-oriented support.