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Is the employee-organization relationship dying or thriving? A temporal meta-analysis
Robert Eisenberger1, Thomas Rockstuhl2, Mindy K Shoss1
1Department of Psychology.
The Journal of Applied Psychology
|February 8, 2019
Summary
Employee relationships with organizations remain steady, with a slight increase in perceived organizational support. Despite neutral levels in leader-member exchange and commitment, strong links persist between justice, performance, and these relationships, indicating potential for engagement.
Area of Science:
- Organizational Psychology
- Business Management
- Human Resources
Background:
- Debate exists on whether recent organizational practices have weakened or strengthened employees' social-exchange relationships (SER).
- Understanding changes in SER is crucial for employee engagement and organizational effectiveness.
- Key SER elements include perceived organizational support (POS), leader-member exchange (LMX), and affective organizational commitment.
Purpose of the Study:
- To examine changes in average levels of POS, LMX, and affective commitment over three decades.
- To analyze how the associations between these SER elements, justice (procedural, distributive), and performance (in-role, extra-role) have evolved.
- To determine the current state of the employee-organization social exchange relationship.
Main Methods:
- Meta-analysis of 317 samples for POS (121,469 individuals), 191 samples for LMX (216,975 individuals), and 383 samples for affective commitment (116,766 individuals).
- Longitudinal analysis of data spanning the past 30 years.
- Examination of relationships between SER elements, justice antecedents, and performance outcomes.
Main Results:
- Average levels of SER indicators remained stable, with a moderate increase observed only in POS.
- LMX and affective commitment levels are near neutral.
- Substantial relationships persist between SER elements, distributive/procedural justice, and extra-role performance.
Conclusions:
- Employees' social-exchange relationships with organizations have not significantly strengthened or weakened on average.
- Despite stable or neutral levels, employees are receptive to increased engagement when they perceive favorable, voluntary treatment.
- Organizational justice and perceived support remain critical drivers of employee commitment and performance.
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