Pub Date : 2025-01-21DOI: 10.1146/annurev-orgpsych-111722-032953
Michael G. Pratt
I explore how qualitative research has evolved in organizational research by examining developments in two major areas: how we do qualitative research and how we evaluate it. In particular, I track broad changes in case study, grounded theory, and ethnographic methods, as well as changes in various analytic practices or “moves” common across each as they relate to study design and data collection, coding and analysis, and writing and publishing. In reviewing where the field has been, I discuss areas where qualitative methods have been particularly strong and where there are opportunities for growth. I conclude by discussing the future of qualitative methods as they pertain to the global proliferation of qualitative research, the ongoing challenges to positivist science, and the emergence of artificial intelligence.
{"title":"On the Evolution of Qualitative Methods in Organizational Research","authors":"Michael G. Pratt","doi":"10.1146/annurev-orgpsych-111722-032953","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-111722-032953","url":null,"abstract":"I explore how qualitative research has evolved in organizational research by examining developments in two major areas: how we do qualitative research and how we evaluate it. In particular, I track broad changes in case study, grounded theory, and ethnographic methods, as well as changes in various analytic practices or “moves” common across each as they relate to study design and data collection, coding and analysis, and writing and publishing. In reviewing where the field has been, I discuss areas where qualitative methods have been particularly strong and where there are opportunities for growth. I conclude by discussing the future of qualitative methods as they pertain to the global proliferation of qualitative research, the ongoing challenges to positivist science, and the emergence of artificial intelligence.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"9 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2025-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142992766","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-21DOI: 10.1146/annurev-orgpsych-110622-054803
Robert E. Ployhart, Paul D. Bliese, Sam D. Strizver
Intensive longitudinal models (ILMs) allow researchers to analyze nested data collected through frequent measurements—typically 20 or more repeated occasions—over densely spaced durations. Rather than being a single statistical approach, ILMs encompass various models unified by their capability to handle densely collected longitudinal data. We briefly summarize the nature of intensive longitudinal designs and why such designs require the use of ILMs. We then provide a classification typology to help readers understand the features of an ILM they should adopt. This classification typology provides the structure for a narrative review of existing ILM research. We conclude with specific recommendations for using ILMs to enhance theory, design, and analysis. Altogether, ILMs are a fairly straightforward extension of longitudinal models many researchers already use, and so we encourage their application to a broader range of theories and topics.
{"title":"Intensive Longitudinal Models","authors":"Robert E. Ployhart, Paul D. Bliese, Sam D. Strizver","doi":"10.1146/annurev-orgpsych-110622-054803","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-110622-054803","url":null,"abstract":"Intensive longitudinal models (ILMs) allow researchers to analyze nested data collected through frequent measurements—typically 20 or more repeated occasions—over densely spaced durations. Rather than being a single statistical approach, ILMs encompass various models unified by their capability to handle densely collected longitudinal data. We briefly summarize the nature of intensive longitudinal designs and why such designs require the use of ILMs. We then provide a classification typology to help readers understand the features of an ILM they should adopt. This classification typology provides the structure for a narrative review of existing ILM research. We conclude with specific recommendations for using ILMs to enhance theory, design, and analysis. Altogether, ILMs are a fairly straightforward extension of longitudinal models many researchers already use, and so we encourage their application to a broader range of theories and topics.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"46 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2025-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142992749","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-21DOI: 10.1146/annurev-orgpsych-110622-070928
Anne Keegan, Jeroen Meijerink
This article offers a comprehensive review of the literature on algorithmic management (AM), focusing on insights from human resource management (HRM), organizational psychology (OP), and organizational behavior (OB). It examines how AM is conceptualized in the contexts of platform work and the gig economy, revealing unique challenges and implications. AM functions as a holistic system, primarily in online labor platforms, where it creates a gray zone in which workers exist in an ambiguous space, neither fully inside nor outside organizational boundaries. This gray zone strategically blurs the lines between employees and freelancers, allowing platforms to circumvent traditional employment regulations. As a result, AM poses a unique challenge for HRM, OP, and OB scholars, whose frameworks typically rely on clear distinctions between employment and freelancing, often overlooking the complexities of this gray zone. The article identifies key themes emerging from the literature, highlighting the impact of AM on both individuals and organizations. It reviews AM in HRM systems, highlighting the interlocking nature, dispersion to new actors, and strategic misalignment of AM-based HRM activities. Its review of AM and careers surfaces the role of algorithmic bosses, multi-actor signaling, and identity challenges that arise from the gray zone. In conclusion, the article summarizes its findings and proposes an agenda for future research. It calls on HRM, OP, and OB scholars to engage with the expanding gray zone of work and careers shaped by platform-based ecosystems and AM, urging them to reconsider traditional boundaries and develop more nuanced approaches to understanding work in this evolving landscape.
{"title":"Algorithmic Management in Organizations? From Edge Case to Center Stage","authors":"Anne Keegan, Jeroen Meijerink","doi":"10.1146/annurev-orgpsych-110622-070928","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-110622-070928","url":null,"abstract":"This article offers a comprehensive review of the literature on algorithmic management (AM), focusing on insights from human resource management (HRM), organizational psychology (OP), and organizational behavior (OB). It examines how AM is conceptualized in the contexts of platform work and the gig economy, revealing unique challenges and implications. AM functions as a holistic system, primarily in online labor platforms, where it creates a gray zone in which workers exist in an ambiguous space, neither fully inside nor outside organizational boundaries. This gray zone strategically blurs the lines between employees and freelancers, allowing platforms to circumvent traditional employment regulations. As a result, AM poses a unique challenge for HRM, OP, and OB scholars, whose frameworks typically rely on clear distinctions between employment and freelancing, often overlooking the complexities of this gray zone. The article identifies key themes emerging from the literature, highlighting the impact of AM on both individuals and organizations. It reviews AM in HRM systems, highlighting the interlocking nature, dispersion to new actors, and strategic misalignment of AM-based HRM activities. Its review of AM and careers surfaces the role of algorithmic bosses, multi-actor signaling, and identity challenges that arise from the gray zone. In conclusion, the article summarizes its findings and proposes an agenda for future research. It calls on HRM, OP, and OB scholars to engage with the expanding gray zone of work and careers shaped by platform-based ecosystems and AM, urging them to reconsider traditional boundaries and develop more nuanced approaches to understanding work in this evolving landscape.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"11 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2025-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142992755","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-11-15DOI: 10.1146/annurev-orgpsych-110622-045715
Maryam Kouchaki, Isaac H. Smith
Research on moral decision-making in organizations has expanded significantly over the past few decades. In this review, we build on prior comprehensive reviews on the topic to provide an updated view of the field, based on the latest findings. We first provide a brief historical overview of influential theories of moral decision-making and then describe the individual characteristics, interpersonal factors, and organizational factors that have been shown to influence people's morally relevant choices, as well as the cognitive, affective, and even physiological processes at play. We then provide a more critical view of the field and focus on what we do not know, suggesting several avenues for future research. Specifically, we call for more research that incorporates the temporal dynamics of moral decision-making in organizations and that better accounts for the nature of the real-world moral issues people face at work. We conclude with some practical implications.
{"title":"Moral Decision-Making in Organizations","authors":"Maryam Kouchaki, Isaac H. Smith","doi":"10.1146/annurev-orgpsych-110622-045715","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-110622-045715","url":null,"abstract":"Research on moral decision-making in organizations has expanded significantly over the past few decades. In this review, we build on prior comprehensive reviews on the topic to provide an updated view of the field, based on the latest findings. We first provide a brief historical overview of influential theories of moral decision-making and then describe the individual characteristics, interpersonal factors, and organizational factors that have been shown to influence people's morally relevant choices, as well as the cognitive, affective, and even physiological processes at play. We then provide a more critical view of the field and focus on what we do not know, suggesting several avenues for future research. Specifically, we call for more research that incorporates the temporal dynamics of moral decision-making in organizations and that better accounts for the nature of the real-world moral issues people face at work. We conclude with some practical implications.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"48 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2024-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142643018","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-10DOI: 10.1146/annurev-orgpsych-110622-050544
Wendy J. Casper, Shelia A. Hyde, Shona G. Smith, Faezeh Amirkamali, Julie Holliday Wayne
In this manuscript we review research on the effectiveness of work-life balance (WLB) policies in improving employee and organizational outcomes. We find that while WLB policies are often implemented with good intentions, their effects are generally small or inconsistent. We identify eight barriers to policy inclusivity that we theorize are linked to reduced effectiveness—a narrow definition of family, focusing on work-family rather than work-nonwork balance, low policy awareness, the practical constraints of access, overlooking vulnerable workers, the nature of the job, supervisor attitudes and behaviors, and unsupportive organizational cultures—and make recommendations for addressing these barriers. We also highlight the importance of considering individual differences and cultural contexts when implementing WLB policies. We conclude by proposing future research directions, such as examining coworker support and the impact of national culture on policy effectiveness.
{"title":"How Effective Are Work-Life Balance Policies? The Importance of Inclusion","authors":"Wendy J. Casper, Shelia A. Hyde, Shona G. Smith, Faezeh Amirkamali, Julie Holliday Wayne","doi":"10.1146/annurev-orgpsych-110622-050544","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-110622-050544","url":null,"abstract":"In this manuscript we review research on the effectiveness of work-life balance (WLB) policies in improving employee and organizational outcomes. We find that while WLB policies are often implemented with good intentions, their effects are generally small or inconsistent. We identify eight barriers to policy inclusivity that we theorize are linked to reduced effectiveness—a narrow definition of family, focusing on work-family rather than work-nonwork balance, low policy awareness, the practical constraints of access, overlooking vulnerable workers, the nature of the job, supervisor attitudes and behaviors, and unsupportive organizational cultures—and make recommendations for addressing these barriers. We also highlight the importance of considering individual differences and cultural contexts when implementing WLB policies. We conclude by proposing future research directions, such as examining coworker support and the impact of national culture on policy effectiveness.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"15 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2024-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142404974","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-01DOI: 10.1146/annurev-orgpsych-110721-041934
Laura Morgan Roberts, Brianna Barker Caza
Our desire to cultivate and sustain positive identities has a powerful influence on workplace diversity, equity, and inclusion (DEI) dynamics. While sometimes the quest for positive identities promotes celebration of diversity and uniqueness, in many other circumstances our inherent motivation to strive toward building more positive identities can have unintended consequences for DEI in organizations. In this review, we organize research on positive identities at work to better understand the experiences of the diverse set of individuals that compose our work organizations today. We invite a critical examination of how individuals with underrepresented and dominant identities deal with identity demands in diverse workplaces in both helpful and harmful ways. We conclude with directions for future research on interventions that mitigate identity threat and promote inclusion.
我们培养和维持积极身份认同的愿望对工作场所的多样性、公平性和包容性（DEI）动态有着强大的影响。虽然有时对积极身份的追求会促进对多样性和独特性的赞美，但在许多其他情况下，我们努力建立更多积极身份的内在动机可能会对组织中的 DEI 产生意想不到的后果。在这篇综述中，我们整理了有关工作中积极身份认同的研究，以便更好地了解当今组成我们工作组织的各种个人的经历。我们邀请大家以批判性的眼光来审视，在多元化的工作场所中，身份代表性不足的个人和身份占主导地位的个人是如何以有益和有害的方式应对身份需求的。最后，我们提出了未来研究的方向，即减轻身份威胁和促进包容的干预措施。
{"title":"Positive Identity Construction in Diverse Organizations","authors":"Laura Morgan Roberts, Brianna Barker Caza","doi":"10.1146/annurev-orgpsych-110721-041934","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-110721-041934","url":null,"abstract":"Our desire to cultivate and sustain positive identities has a powerful influence on workplace diversity, equity, and inclusion (DEI) dynamics. While sometimes the quest for positive identities promotes celebration of diversity and uniqueness, in many other circumstances our inherent motivation to strive toward building more positive identities can have unintended consequences for DEI in organizations. In this review, we organize research on positive identities at work to better understand the experiences of the diverse set of individuals that compose our work organizations today. We invite a critical examination of how individuals with underrepresented and dominant identities deal with identity demands in diverse workplaces in both helpful and harmful ways. We conclude with directions for future research on interventions that mitigate identity threat and promote inclusion.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"3 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142363009","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-19DOI: 10.1146/annurev-orgpsych-110622-061354
Kevin W. Rockmann, Caroline A. Bartel
In this review, we attempt to make sense of the broad, complex, incoherent, fascinating yet frustrating literatures that implicate interpersonal relationships in organizations by focusing on how relationships are treated and what relationships do for organizations and the people therein. We leverage the existing literature to push the study of interpersonal relationships in organizations in three ways. First, we conceptualize relationships in ways that are deeper than are typically studied, in terms of the nature of interpersonal bonds, the trajectory of relationships, and how relationships are measured. Second, we build on multilevel research that demonstrates how (top-down) organization-level processes and relational systems impact dyadic relationships and associated outcomes, and how (bottom-up) those same relationships implicate organizational processes and outcomes. Third, we realize the potential of viewing relationships not just as pipes for the direct transmission of knowledge and socioemotional support but as prisms for studying indirect processes of attention and interpretation.
{"title":"Interpersonal Relationships in Organizations: Building Better Pipes and Looking Through Prisms","authors":"Kevin W. Rockmann, Caroline A. Bartel","doi":"10.1146/annurev-orgpsych-110622-061354","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-110622-061354","url":null,"abstract":"In this review, we attempt to make sense of the broad, complex, incoherent, fascinating yet frustrating literatures that implicate interpersonal relationships in organizations by focusing on how relationships are treated and what relationships do for organizations and the people therein. We leverage the existing literature to push the study of interpersonal relationships in organizations in three ways. First, we conceptualize relationships in ways that are deeper than are typically studied, in terms of the nature of interpersonal bonds, the trajectory of relationships, and how relationships are measured. Second, we build on multilevel research that demonstrates how (top-down) organization-level processes and relational systems impact dyadic relationships and associated outcomes, and how (bottom-up) those same relationships implicate organizational processes and outcomes. Third, we realize the potential of viewing relationships not just as pipes for the direct transmission of knowledge and socioemotional support but as prisms for studying indirect processes of attention and interpretation.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"36 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2024-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142275891","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-11DOI: 10.1146/annurev-orgpsych-110622-065549
Lynn M. Shore, Jacqueline A-M. Coyle-Shapiro, Aurelie Cnop-Nielsen
The employee-organization relationship (EOR) is a well-established research topic in the applied psychology and organizational behavior literatures. However, the potential links between the EOR and employee health and well-being are understudied in comparison to the effects of the EOR on traditional organization-focused outcomes such as organizational commitment, job performance, and turnover. To address the need for development of the role of the EOR on employee health, we focus on two of the most popular EOR concepts: psychological contracts and perceived organizational support. We review the empirical research on the EOR and health and well-being as well as theoretical underpinnings of social exchange and reciprocity. We then suggest that the COVID-19 pandemic may have increased emphasis on employee health and well-being, resulting in heightened employee expectations from their organization. Subsequently, we present a model based on social exchange theory to explain how this increased attention on health is linked with employee perceptions of organizational support and psychological contracts, ultimately contributing to enhanced or decreased health and well-being. Finally, we discuss the practical implications of the changing emphasis on the health and well-being of employees for the EOR and the importance of an expansion of research linking the EOR with health and well-being.
{"title":"Elevating Health Significance Post-Pandemic: Is the Employee-Organization Relationship in a Period of Change?","authors":"Lynn M. Shore, Jacqueline A-M. Coyle-Shapiro, Aurelie Cnop-Nielsen","doi":"10.1146/annurev-orgpsych-110622-065549","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-110622-065549","url":null,"abstract":"The employee-organization relationship (EOR) is a well-established research topic in the applied psychology and organizational behavior literatures. However, the potential links between the EOR and employee health and well-being are understudied in comparison to the effects of the EOR on traditional organization-focused outcomes such as organizational commitment, job performance, and turnover. To address the need for development of the role of the EOR on employee health, we focus on two of the most popular EOR concepts: psychological contracts and perceived organizational support. We review the empirical research on the EOR and health and well-being as well as theoretical underpinnings of social exchange and reciprocity. We then suggest that the COVID-19 pandemic may have increased emphasis on employee health and well-being, resulting in heightened employee expectations from their organization. Subsequently, we present a model based on social exchange theory to explain how this increased attention on health is linked with employee perceptions of organizational support and psychological contracts, ultimately contributing to enhanced or decreased health and well-being. Finally, we discuss the practical implications of the changing emphasis on the health and well-being of employees for the EOR and the importance of an expansion of research linking the EOR with health and well-being.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"31 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2024-09-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142170776","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-04DOI: 10.1146/annurev-orgpsych-030223-044504
Kai Chi Yam, Alexander Eng, Kurt Gray
Here we review work examining reactions to machines replacing humans in both professional and personal domains. Using a mind-role fit perspective, we synthesize findings across several decades of research spanning multiple disciplines to suggest the types and trends for how people will respond to machines replacing humans. We propose that as intelligent machines have evolved to possess “minds,” their range of replacement and the scope of people's reactions to this replacement increase. Additionally, we suggest that people's reactions to machine replacement depend on the fit between the perceived mind of the machine and their ideal conception of the mind deemed suitable for that particular role. Our review organizes the literature on machine replacement into three distinct phases: the pre-2000s era, characterized by the perception of machines as mindless tools; the 2000s, which explored the extent to which machines are perceived as possessing minds; and the 2010s, marked by the proliferation of artificial intelligence and the emergence of reactions such as algorithm aversion and appreciation. This review suggests that our mind-role fit perspective is influenced by three key factors: how an individual in the machine interaction is involved in or affected by the introduction of intelligent machines, the characteristics of the machine itself, and the nature of the task the machine is intended to perform.
{"title":"Machine Replacement: A Mind-Role Fit Perspective","authors":"Kai Chi Yam, Alexander Eng, Kurt Gray","doi":"10.1146/annurev-orgpsych-030223-044504","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-030223-044504","url":null,"abstract":"Here we review work examining reactions to machines replacing humans in both professional and personal domains. Using a mind-role fit perspective, we synthesize findings across several decades of research spanning multiple disciplines to suggest the types and trends for how people will respond to machines replacing humans. We propose that as intelligent machines have evolved to possess “minds,” their range of replacement and the scope of people's reactions to this replacement increase. Additionally, we suggest that people's reactions to machine replacement depend on the fit between the perceived mind of the machine and their ideal conception of the mind deemed suitable for that particular role. Our review organizes the literature on machine replacement into three distinct phases: the pre-2000s era, characterized by the perception of machines as mindless tools; the 2000s, which explored the extent to which machines are perceived as possessing minds; and the 2010s, marked by the proliferation of artificial intelligence and the emergence of reactions such as algorithm aversion and appreciation. This review suggests that our mind-role fit perspective is influenced by three key factors: how an individual in the machine interaction is involved in or affected by the introduction of intelligent machines, the characteristics of the machine itself, and the nature of the task the machine is intended to perform.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"130 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2024-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142138062","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-19DOI: 10.1146/annurev-orgpsych-110622-033733
Peter W. Hom, Kohyar Kiazad
We critically review classic and contemporary theory and research on employee turnover and retention and frame a future research agenda that generates new directions for these theories. We first review first- and second-generation turnover models that shaped conventional understanding of why employees voluntarily quit, classifying reasons as representing perceived desirability of movement or ease of movement. We next review the more contemporary unfolding model and its derivatives (i.e., shocks research, leader-departure effect, turnover event theory) that upended traditional explanations of how and why employees quit. After reviewing classic and contemporary turnover models, we shift our focus to job embeddedness, which over the past 20-plus years has taught us a great deal about why employees stay. We synthesize original job embeddedness research before appraising its extensions and recent developments. We conclude with a discussion of how organizations can cultivate the “right” kind of staying.
{"title":"New Directions for Theories for Why Employees Stay or Leave","authors":"Peter W. Hom, Kohyar Kiazad","doi":"10.1146/annurev-orgpsych-110622-033733","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-110622-033733","url":null,"abstract":"We critically review classic and contemporary theory and research on employee turnover and retention and frame a future research agenda that generates new directions for these theories. We first review first- and second-generation turnover models that shaped conventional understanding of why employees voluntarily quit, classifying reasons as representing perceived desirability of movement or ease of movement. We next review the more contemporary unfolding model and its derivatives (i.e., shocks research, leader-departure effect, turnover event theory) that upended traditional explanations of how and why employees quit. After reviewing classic and contemporary turnover models, we shift our focus to job embeddedness, which over the past 20-plus years has taught us a great deal about why employees stay. We synthesize original job embeddedness research before appraising its extensions and recent developments. We conclude with a discussion of how organizations can cultivate the “right” kind of staying.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"12 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2024-08-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142007391","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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