Authenticity in the Pursuit of Mutuality During Crisis
Authenticity in the Pursuit of Mutuality During Crisis
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DOI：
10.1111/1467-8551.12628
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发表时间：
2022-06-21
影响因子：
5.6
通讯作者：
Daniels, Kevin
中科院分区：
文献类型：
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作者：
Nayani, Rachel;Baric, Marijana;Daniels, Kevin
员工福利活动构成了组织与员工实现共同议程的空间，从而成为追求互惠互利的一种手段。对互惠的追求借鉴了社会交换理论(SET)中的互惠假设，但它是动态的，受到外部冲击的压力。英国第一次新冠肺炎封锁为探索组织如何在危机条件下解决员工福祉担忧提供了背景。使用来自五个组织的定性数据，我们确定了真实性建设，这是过去和现在活动的星座，组织通过这些活动引导努力使其对员工的关心是真实的。真实性的归属是真实性建设的基础，而真实性工作(组织注意、理解和处理兴趣的转移)是通过对话过程实现的。真实性建设改变了交换关系的质量，以实现互惠互利，因此是互惠关系的重要和动态组成部分。我们的发现提供了SET的理论内嵌扩展，并显示了组织如何在雇佣关系的背景下变得更可信(或更不可信)，从而为相互关系文学做出了贡献。我们强调组织努力实现互惠的复杂性，并表明互惠不需要在外部冲击期间受到损害。
Employee wellbeing activities constitute a space for organizations to realize a shared agenda with employees, and therefore a means to pursue mutuality. The pursuit of mutuality draws on assumptions of reciprocity in social exchange theory (SET) but is dynamic and put under pressure by external shocks. The first UK COVID-19 lockdown provided the setting to explore how organizations addressed employee wellbeing concerns under conditions of crisis. Using qualitative data from five organizations, we identify authenticity-building, which is the constellation of past and present activities through which organizations channel efforts to be authentic in their concern for employees. Attributions of authenticity emerge as fundamental to authenticity-building, while authenticity work (the organization noticing, understanding and acting on shifts in interests) is enabled by dialogic processes. Authenticity-building shifts the quality of the exchange relationship to allow for mutual benefits and is therefore a vital and dynamic component of mutuality. Our findings contribute to the mutuality literature by providing a theoretically embedded extension of SET and show how organizations may become more (or less) authentic within the context of the employment relationship. We highlight the complexity of organizational endeavour for mutuality and show how mutuality need not be compromised during external shocks.