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Employment Relationships (employment + relationships)
Selected AbstractsOptimal At-will Labour ContractsECONOMICA, Issue 270 2001Ed Nosal An at-will employment rule allows parties to sever their employment relationship for ,a good reason, a bad reason or no reason at all'[Schawb, S. (1993) Life-cycle justice: accommodating just cause and employment at will. Michigan Law Review, 92, 8--62]. A specific performance employment rule allows any party to force the other party to perform as specified in the contract. Although the theory of labour contracting generally assumes enforcement by specific performance, in practice, the vast majority of non-union employment relationships are mediated by an at-will rule. When employment contracts are enforced by an at-will rule, I show that the ,standard' counter-intuitive predictions generated by standard labour contracting models disappear. [source] Serving two organizations: Exploring the employment relationship of contracted employeesHUMAN RESOURCE MANAGEMENT, Issue 4 2006Jacqueline A-M Coyle-Shapiro Although growth has occurred in contract employment arrangements both in the public and private sectors, scant research has been conducted on the organizations and employees affected by these arrangements. This study examines the employment relationship of long-term contracted employees using a social exchange framework. Specifically, we examine the effects of employee perceptions of organizational support from contracting and client organizations on their (a) affective commitment to each organization and (b) service-oriented citizenship behavior. We also examine whether felt obligation toward each organization mediates this relationship. Our sample consists of 99 long-term contracted employees working for four contracting organizations that provide services to the public on behalf of a municipal government. Results indicate that the antecedents of affective commitment are similar for the client and contracting organization. Employee perceptions of client organizational supportiveness were positively related to felt obligation and commitment to the client organization. Client felt obligation mediated the effects of client perceived organizational support (POS) on the participation dimension of citizenship behavior. Our study provides additional support for the generalizability of social exchange processes to nontraditional employment relationships. Implications for managing long-term contracted employees are discussed. © 2006 Wiley Periodicals, Inc. [source] Social embeddedness and job performance of tenured and non-tenured professionalsHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2004Hetty Van Emmerik This study examines how different employment relationships in academic settings, ie tenured versus non-tenured appointments, are associated with different types of job performance efforts. The social embeddedness model contends that employees' efforts to perform well depend on embeddedness in the social environment. Adopting this perspective, we ask what types of embeddedness are likely to improve job performance efforts, namely compliance and contextual performance, under the condition of different employment relationships. Regression analyses on the responses of both tenured and non-tenured faculty members show that employees' efforts to perform well can be explained by social embeddedness. Temporal embeddedness appears to be important in explaining the job performance efforts of tenured faculty members, while, in contrast, network embeddedness seems important in explaining the efforts of nontenured faculty members; and institutional embeddedness explained the efforts of both groups of faculty members. [source] Does Public Service Motivation Adapt?KYKLOS INTERNATIONAL REVIEW OF SOCIAL SCIENCES, Issue 2 2010Yannis Georgellis SUMMARY Theoretical arguments highlight the importance of Public Service Motivation (PSM) in underpinning employment relationships in the public sector, mainly based on the presumption that many aspects of public service provision are non-contractible. Consequently, hiring workers who are public service, or pro-socially, motivated helps to overcome incentive problems and to increase organizational efficiency, thus reducing the need for high-powered incentives. However, such an argument would be undermined should workers' pro-social or intrinsic motivation dissipates rapidly with job tenure. Based on longitudinal data from the British Household Panel Survey (BHPS), we explore patterns of overall and domain satisfaction measures for workers who made the transition from private to public sector employment. We are particularly interested in finding out whether any possible boost in satisfaction with the nature of the work itself, our proxy for pro-social or Public Service Motivation (PSM), associated with accepting public sector employment dissipates following the transition into public sector employment. Our results reject the hypothesis of a rapid and complete adaptation of PSM back to baseline or pre-transition levels. Interestingly, this is not the case for public to private or for within-sector transitions, which result in a short-lived increase in intrinsic motivation. This is welcome evidence for the advocates of the benefits of having pro-socially or intrinsically motivated people working in the public sector. [source] | |||||||||||||||||||