Kevin S. Cruz, Thomas J. Zagenczyk, Stacey R. Kessler
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You, Me, and the Organization Makes Three: The Organization’s (Adverse) Effect on Relationships among Coworkers
ABSTRACT Organizational leaders seek to cultivate close relationships among employees to positively impact employees’ workplace behaviors. However, to leaders’ detriment, they often do so without focusing on employees’ relationships with the organization itself. Grounded in social exchange theory and conservation of resources theory, we hypothesize that employees’ perceptions of their relationships with their organizations, in the forms of psychological contract breach (PCB) and perceived organizational support (POS), impact their behaviors (deviance and citizenship) toward their coworkers, even when employees have stronger relationships with their coworkers. Results from a sample of 266 employees across two time points suggest that employees who perceive a more positive relationship with their employers (i.e., lower PCB or higher POS) engage in more deviant behaviors toward their coworkers when they have stronger relationships with their coworkers. In contrast, employees engage in fewer deviant behaviors toward their coworkers when they perceive a more negative relationship with their employers (i.e., higher PCB or lower POS). We find no such effects for citizenship behaviors toward coworkers. We believe these results suggest that there may be different theoretical processes operating for interpersonal deviance and interpersonal citizenship toward coworkers.
期刊介绍:
Human Performance publishes research investigating the nature and role of performance in the workplace and in organizational settings and offers a rich variety of information going beyond the study of traditional job behavior. Dedicated to presenting original research, theory, and measurement methods, the journal investigates individual, team, and firm level performance factors that influence work and organizational effectiveness. Human Performance is a respected forum for behavioral scientists interested in variables that motivate and promote high-level human performance, particularly in organizational and occupational settings. The journal seeks to identify and stimulate relevant research, communication, and theory concerning human capabilities and effectiveness. It serves as a valuable intellectual link between such disciplines as industrial-organizational psychology, individual differences, work physiology, organizational behavior, human resource management, and human factors.