Forming, Adapting, and Terminating the Employment Relationship: A Review of the Literature from Individual, Organizational, & Interactionist Perspectives

Abstract

This article reviews research published in the lastJive years (1988-1992) on three employment status activities-formation, adaptation, and termination-from three perspectives-individual, organizational, and interactionist. It to integrates these findings into a common body of knowledge, in order to show what might be gained from a consideration of all three perspectives. The article concludes with recommendations for the requirements of models used to guide future research on the employment relationship and with the identification offruitful directions for new research.

Development and construct validation of a career entrenchment measure

“…Given that the motivation to become and remain entrenched may be strong, it becomes important to examine the practical implications of this form of career attachment on both individuals and organizations (Taylor & Giannantonio, 1993). If entrenched careerists are satisfied or reconciled to their situation, there may be no associated dysfunctional consequences for either individuals or their organizations.…”

Communication during job promotions: A case of ongoing assimilation

“…Formal evaluations of personnel records or assessment centers are used to determine promotions in some industries and organizations (e.g., Lowry, 1994). By contrast, in many businesses the promotion process is a very informal part of the career system in which internal sources are used to fill most non-entry positions (Taylor & Giannantonio, 1993). Overall, research has not provided basic descriptive information on how individuals are identified, recruited, or interviewed for promotions, suggesting the first research question: RQ1: What do promoted individuals perceive to be the norms and procedures of the promotion process?…”

“…The process is never the passive imprinting by society on the individual (Giddens, 1979). Rather, it involves the interaction between organizational attempts to socialize individuals to meet its needs, and individual's attempts to personalize or individualize organizations to meet their needs (Hess, 1993;Jablin, 1987;Taylor & Giannantonio, 1993). Individuals may be reactive in accepting the role as prescribed or proactive in producing reciprocal change (Nicholson, 1984).…”

Downsizing Organizations: Uses, Outcomes and Strategies

“…In their review of the literature between 1988 and 1992 on forming, adapting and terminating the employment relationship, Taylor and Giannantonio (1993) note that the number and types of jobs affected due to downsizing have been staggering. Downsizing is now seen to affect both blue-collar and white-collar employees, in manufacturing and service industries, in private and public sectors.…”

“…Cascio (1993) reports a poll of 1142 American companies showing that more than half had begun the process of downsizing with no policies or programs (such as employee training or job redeployment) to minimize the negative effects. Taylor and Giannantonio (1993) comment that there is virtually no research on the determinants of organization's decisions for terminating an employment relationship, either in a downsizing context or out of it. Barrick, Mount and Strauss (1994) also note that little is known about the antecedents of 'the involuntary turnover decision' (p. 529) and, given continuing downsizing and layoffs, suggest decision-makers and researchers should be interested in understanding such antecedents.…”