Denise M. Rousseau Annual Review of Psychology 1997, 48:515-46
II A NEW ERA IN ORGANIZATIONAL RESEARCH Kila
III RESEARCH-THEMES REGARDING ORGANIZING
A. New Employment Relations
2. Inequality and shifting reward allocations Valerie
3. New employment relations bring new meanings to old dependent variables Gwen
B. Performance Measurement and Management
C. Goal Setting Becomes Self-Management Corinna
D. Information Processing: Discontinuous and Multi phased Jonathan
E. Organizational Learning Nancy
Memory and shared understanding Jamie
2. Learning between firms: Careers and social networks Grant
F. Managing Organizational Change and Individual Transitions Emily
2. Individual transitions Kristy
G. Leisure, Nonwork, and Community: Personal and Institutional Supports Jeremy
IV CONCLUSIONS Mandy
Comments: Ben's editorial
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
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.
Measurement and Management
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
Organization to organizing.
Goal setting and self management to individual
Sustained learning needed
Changes in employment relations, contingent
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