Denise M. Rousseau   Annual Review of Psychology 1997,  48:515-46

CONTENTS:

I    INTRODUCTION     Michele
II   A NEW ERA IN ORGANIZATIONAL RESEARCH Kila
III  RESEARCH-THEMES REGARDING ORGANIZING

    A. New Employment Relations

        1. Accessing rewardsScott
        2. Inequality and shifting reward allocations Valerie
        3. New employment relations bring new meanings to old dependent variables Gwen

    B. Performance Measurement and Management Pam
    C.  Goal Setting Becomes Self-Management   Corinna
    D.  Information Processing: Discontinuous and Multi phased  Jonathan
    E.  Organizational Learning  Nancy

        1. Within-firm: Memory and shared understanding  Jamie
        2.  Learning between firms: Careers and social networks  Grant

    F. Managing Organizational Change and Individual Transitions  Emily

        1. Organizational change Heather
        2. Individual transitions Kristy

    G. Leisure, Nonwork, and Community: Personal and Institutional Supports Jeremy

IV    CONCLUSIONS Mandy

Comments: Ben's editorial

V     APPENDIX

There are changes in organizations over time, just as some things stay constant over time.  Therefore, organizational psychologists change their research over time.  This article discusses the changes in organizational research, and how these  changes affect organizations.

II    NEW ERA IN ORGANIZATIONAL RESEARCH

Definitions of org:

1. Active process of organizing (first definition is more pertinent now
2.  Body of persons organized for some work (typical)

More small firms, outsourcing , inter-firm  networks, interdependence of workers, teamwork.
“social construction” of organizations.

Networks based on knowledge, more independence among workers and work groups
Careers based on personal resources rather than the firm’s
Decentralization of authority to teams, individuals/ self-management.
Demise of hierarchy / reduction of middle management.

    A. New Employment Relations

Employee motivators other than pay/salary are important focus: psychological contract,
Individualized work roles.
New ways to motivate: e.g. training, pay for performance,

Worker may develop special skills  and be committed to occupation/ profession rather than org.
Commitment becomes a major issue/ trust building, etc.

    B. Performance Measurement and Management
 “performance paradox”

1. measures are loosely related.
2. Performance improvements in subunits are not nec translated into productivity.

    C. Goal Setting Becomes Self-Management

 Now employees set their own goals now
Self-management. New ways to work are discovered.

Substitutes for leadership…leaders need to be more “transformational”

    D. Information Processing: Discontinuous and Multi phased

 Learning new tasks continually,
 Decision making not automatic, but more innovative. Be able to switch gears

    E. Organizational Learning

        1. Within-form: Memory and shared understanding

Continuous and rapid rate of learning. “Within firm” learning is difficult. Members must share common cognitive structures and externalize what they learn.

        2. Learning between firms: Careers and social networks

“between firms”   …across boundaries.

    F. Managing Organizational Change and Individual Transitions

        1. Organizational change

Mental models contribute to
Causality, valence and inferences
Change becomes a justice issue

        2. Individual transitions

    G. Leisure, Nonwork, and Community: Personal and Institutional Supports

Family and work not separated now.
Attitudes of  organizations are changing. Economic pressure, women available

IV      CONCLUSIONS

 Organization to organizing.
 Goal setting and self management to individual
 Sustained learning needed
 Changes in employment relations, contingent

APPENDIX

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