This study tested the mediating role of violation in the relationship between breach and both affective and continuance commitment and the extent to which this mediating role is moderated by exchange imbalance amongst a sample of 103 sales personnel. Results suggest that violation mediated the relationship between breach and commitment. Also,…

Using cross-level data from 364 supervisor-subordinate dyads, we examined how relational exchange quality, perceived organizational support (POS), and organizational identification interrelate. We found subordinate POS mediates the relationship between leader-member exchange (i.e., LMX) and organizational identification. We also found the…

The aim of this study was to examine the influence of age in the relation between psychological contract breach and the development of job attitudes. Based on affective events, social exchange, and lifespan theory, we hypothesized that (1) psychological contract breach would be related negatively to job attitudes, and (2) that age would moderate…

For 178 employees, perceptions of organizational politics were negatively related to manager assessments of employees' likelihood of staying. This association was true only for employees with moderate to strong exchange ideology (beliefs regarding workplace reciprocity). (Contains 45 references.) (SK)

This study examines affective commitment to employing and client organizations among long-term contracted employees, a new and growing employment classification. Drawing on organizational commitment and social exchange literatures, we propose two categories of antecedents of employee commitment to client organizations. We tested our hypotheses…

Three theories of commitment were tested by surveying 92 nursing students 3 times during their first year. The social exchange approach and unmet expectations about nursing careers influenced commitment during the latter eight months. The circumstances surrounding the decision to enter nurse training (behavioral approach) predicted commitment only…

Examines ways of modifying incremental influence. Results suggest that referent power can be altered by affecting the interpersonal attraction of group members. Implications for organizational intervention and practice are discussed, and some possible modifications to the theoretical framework of power are advanced. (Author)