Leader-employee congruence of expected contributions in the employee-organization relationship

Audenaert, Mieke; Carette, Philippe; Shore, Lynn M.; Lange, Thomas; Waeyenberg, Thomas Van; Decramer, Adelien

doi:10.1016/j.leaqua.2017.09.003

Cited by 32 publications

(29 citation statements)

References 51 publications

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“…Depending on the individual social exchange relationship, civil servants may not use the structurally available offered inducements in their job as a coping mechanism. The interpretation that the individual employee–organization relationship functions as an interpretation framework for the high‐level structural employee–organization relationship is also in accordance with the finding in recent research that social exchange resources from the leader compensate for an employment relationship with lower offered inducements (Audenaert et al ), and with the finding that the congruency of the demands from employees and leaders affects how employees react on the demands of their own employee–organization relationship (Audenaert et al ). Further research could address why people in the same structural situation perceive different social exchanges.…”

Section: Discussionsupporting

confidence: 87%

“…In addition, the employer requests broad contributions from employees beyond what is necessary for their individual position, such as loyalty to the organization, assisting junior colleagues, and learning organization‐specific skills (Tsui et al ). The employer offers informal or formal developmental inducements such as career management and mentoring that are beneficial to employees' well‐being (Audenaert et al ).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

“…First, we contribute to public administration theory by building on the employment relationship model (Tsui et al ) to develop and test a typology of the employment relationship specifically for public organizations. Second, we add to the Human Resource Management (HRM) literature by studying the joint role of resources at multiple levels (Buch ; Audenaert et al ). We draw on JD‐R theory (Bakker and Demerouti ) to develop expectations of how the employment relationship relates to affective commitment and how individual‐level resources function as a buffer against increasing demands.…”

Section: Introductionmentioning

confidence: 99%

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How a demanding employment relationship relates to affective commitment in public organizations: A multilevel analysis

Audenaert

George

Decramer

2017

Public Administration

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It has recently been recognized in the public administration literature that multiple reforms coexist in public organizations, ranging from the Weberian bureaucracy to New Public Management and, more recently, new public governance. This study develops a typology of the employment relationship with features of these macro-level changes and tests their impact on the civil servant's affective commitment by including the individual-level social exchange relationship. This multilevel model is tested with data from 936 employees in a public organization. The findings confirm the existence of different approaches to the employment relationship: overdemanding, mutual investment and moderately demanding. Civil servants in a mutual investment employment relationship are most affectively committed, and civil servants in a moderately demanding employment relationship benefit most from a positive social exchange relationship. Implications for public management theory and practice are discussed.

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Section: Discussionsupporting

confidence: 87%

Section: Conceptual Frameworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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How a demanding employment relationship relates to affective commitment in public organizations: A multilevel analysis

Audenaert

George

Decramer

2017

Public Administration

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“…This implies that relation between certain job demands might be nonlinear, following an inverted U shape (i.e., dome shape) (Sawang, 2012). Nonetheless, such nonlinear effects seldom feature in contemporary empirical public administration (Audenaert et al, 2018;Noblet & Rodwell, 2009). This study focuses on typical job demands, expected contributions, which are defined as the intensity to which individual employees are confronted with personal goals, targets, and expectations in the workplace.…”

Section: The Contemporary Job Demands-resources Modelmentioning

confidence: 99%

“…However, it is important to keep in mind that the positive influences of job demands on employee outcomes could be affected by the "too-much-of-a-goodthing-effect." In other words, such positive influences could be limited to a certain threshold (Audenaert et al, 2018;Pierce & Aguinis, 2013). Therefore, we also take into account the potential nonlinearity of these relationships.…”

Section: Introductionmentioning

confidence: 99%

Challenged by Great Expectations? Examining Cross-Level Moderations and Curvilinearity in the Public Sector Job Demands–Resources Model

Bauwens

Decramer

Audenaert

2019

Review of Public Personnel Administration

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This article extends the job demands–resources model in the public sector by including (a) cross-level (moderation) effects of job demands and resources, (b) positive and nonlinear effects of job demands, and (c) vitality as a key work engagement concept. Data on expected contributions and developmental rewards in public university colleges (n = 65 teams and n = 219 employees) reveals that individual-level higher expected contributions are associated with higher performance, mediated by vitality. This mediation is stronger in the presence of more team-level developmental rewards, suggesting a cross-level moderated mediation. We find indications for curvilinear effects of expected contributions. Contrary to expectations, these effects do not show inverted U shapes, but rather exponential relations. Our results contribute to “bringing in a psychological perspective” in public administration and suggest that public leaders could apply the job demands–resources model as a practical tool and vitality as a metric to create healthy and effective work environments.

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When does performance management foster team effectiveness? A mixed‐method field study on the influence of environmental extremity

et al. 2018

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Organizations operating in extreme environments rely on teams to tackle the highly demanding and complex situations. This study aims to provide new insights into the management of such teams by exploring the influence of environmental extremity on the relationship between performance management and team effectiveness. Mixed-method and multilevel analyses of police teams working in different levels of environmental extremity suggest that environmental extremity moderates the relationship between performance management features and team effectiveness. Both the vertical alignment of performance management and constructive feedback have a positive effect on team effectiveness. However, these positive effects are constrained in teams working in heightened levels of environmental extremity. The effects of performance management consistency and two-way communication on team effectiveness are more nuanced and dependent on environmental extremity. When teams operate in heightened levels of environmental extremity, both features are positively related to team effectiveness. When teams operate in lower levels of environmental extremity, performance management consistency is not significantly related to team effectiveness and two-way communication is negatively related to team effectiveness. These results provide a nuanced understanding of how performance management engenders team effectiveness in extreme environments.

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Leader-employee congruence of expected contributions in the employee-organization relationship

Cited by 32 publications

References 51 publications

How a demanding employment relationship relates to affective commitment in public organizations: A multilevel analysis

How a demanding employment relationship relates to affective commitment in public organizations: A multilevel analysis

Challenged by Great Expectations? Examining Cross-Level Moderations and Curvilinearity in the Public Sector Job Demands–Resources Model

When does performance management foster team effectiveness? A mixed‐method field study on the influence of environmental extremity

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