Scribd Logo
Upload

Welcome to Scribd!

  • 21 views

    Literature Review

    Uploaded by

    Grace Mwende
    The document discusses several theoretical frameworks related to relationships between organizations and their publics: 1) Relationship management and organization-public relationships, which are core concepts in PR research that focus on improving communication quality and relationships. 2) Employee-organization relationships, which are important to build internally in order to establish beneficial external relationships, and neglecting them can harm reputation and efficiency. 3) Discrimination in the workplace, which negatively impacts worker perceptions, stress, and turnover through unfair treatment based on attributes rather than work. Reducing the wage gap can help address discrimination. 4) How discrimination connects to employee-organization relationships through social exchange theory and psychological contract theory, violating relationships and leading to negative consequences

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    Literature Review

    Uploaded by

    Grace Mwende
    21 views6 pages
    The document discusses several theoretical frameworks related to relationships between organizations and their publics: 1) Relationship management and organization-public relationships, which are core concepts in PR research that focus on improving communication quality and relationships. 2) Employee-organization relationships, which are important to build internally in order to establish beneficial external relationships, and neglecting them can harm reputation and efficiency. 3) Discrimination in the workplace, which negatively impacts worker perceptions, stress, and turnover through unfair treatment based on attributes rather than work. Reducing the wage gap can help address discrimination. 4) How discrimination connects to employee-organization relationships through social exchange theory and psychological contract theory, violating relationships and leading to negative consequences

    Original Description:

    essay

    Original Title

    Literature review

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    The document discusses several theoretical frameworks related to relationships between organizations and their publics: 1) Relationship management and organization-public relationships, which are core concepts in PR research that focus on improving communication quality and relationships. 2) Employee-organization relationships, which are important to build internally in order to establish beneficial external relationships, and neglecting them can harm reputation and efficiency. 3) Discrimination in the workplace, which negatively impacts worker perceptions, stress, and turnover through unfair treatment based on attributes rather than work. Reducing the wage gap can help address discrimination. 4) How discrimination connects to employee-organization relationships through social exchange theory and psychological contract theory, violating relationships and leading to negative consequences

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    21 views6 pages

    Literature Review

    Uploaded by

    Grace Mwende
    The document discusses several theoretical frameworks related to relationships between organizations and their publics: 1) Relationship management and organization-public relationships, which are core concepts in PR research that focus on improving communication quality and relationships. 2) Employee-organization relationships, which are important to build internally in order to establish beneficial external relationships, and neglecting them can harm reputation and efficiency. 3) Discrimination in the workplace, which negatively impacts worker perceptions, stress, and turnover through unfair treatment based on attributes rather than work. Reducing the wage gap can help address discrimination. 4) How discrimination connects to employee-organization relationships through social exchange theory and psychological contract theory, violating relationships and leading to negative consequences

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 6

    2.

    Theoretical Framework

    2.1 Relationship Management and Organization-public Relationship

    Relationship management, one of the most actively studied concepts in recent public
    relation research, has been conducted by many scholars and it was advocated its importance
    as an academic and practical concept of PR (Hon & Grunig, 1999). Relationships become the
    core of PR based on various academic approaches such as interpersonal communication,
    psychology, histology, and business administration (Ledingham & Bruning, 1998), and play a
    key role in functioning to improve communication quality and the relationship between
    organizations and stakeholders (Grunig, Grunig, & Ehling, 1992).

    Organization-public relationship (OPR) is a perception of relationships between


    organizations and the strategic public that affect the success or failure of organizations and
    the achievement of goals (Grunig et al., 2002), and Broom, Casey & Ritchey (1997) defined
    relationships as types of interaction, exchange, and combination between organizations and
    the public. Ledingham and Bruning (1998) argued that public behavior based on relationships
    can affect organizational success and failure in terms of society, economy, politics, and
    culture.

    Grunig & Huang (2000) proposed relational maintenance strategies to maintain


    relationships with the public based on interpersonal communication. Stafford & Canary
    (1991) proposed five relationship maintenance strategies: positivity, openness, assurances,
    networking, and shared tasks, which are considered particularly similar to the two-way
    balance model (Grunig, 1992). Hon & Grunig (1999) added access to this, and the
    characteristics of these balanced relationship maintenance strategies enable PR practitioners
    to establish efficient strategies and provide criteria for organizational-public relations.

    Relationship outcomes are a key indicator of the quality of organizational-public


    relationships and appear through effective relationship maintenance strategies with the
    primary factors of relationships presented above. Researchers have presented various
    dimensions regarding the characteristics of evaluating these relationships. In summary, many
    researchers used the four dimensions of trust, mutual control, commitment, and satisfaction
    suggested by Grunig & Huang (2000), and Kim & Yang (2014), who comprehensively
    examined the organization-public relationship theory, claimed that Hon & Grunig (1999)
    contributed to academic research.

    2.2 Employee-organization relationship (EOR)

    Attempts to apply the concept and theoretical framework of OPR to the context of
    Employee-organization relationships are increasing (Jo & Shim, 2005), as employees'
    awareness of the importance expands. Some researchers explored factors that affect
    organizational-employee relationships, including situational factors such as social and
    cultural factors, as well as organizational culture, organizational structure, fair work
    environment and welfare of the organization, and internal communication. (Broom et al.,
    1997). In other words, in order for an organization to establish beneficial relationships with
    the outside public, it is essential and important to build relationships with internal members
    first (Cutlip, Center, & Broom, 1994). If an organization neglects its relationship with the
    internal public, it can have poor results in corporate reputation and efficiency as well as
    external public relations (Coombs, 2001). Therefore, maintaining relationships with
    employees should be a priority when trying to harmonize with the public surrounding the
    organization.

    2.3 Discrimination in the Workplace

    Sanchez and Brock (1996) defined workplace discrimination as a situation in which


    employees perceive that they are being treated unfairly or suffer negative consequences
    because of prejudice against their personal status despite that it is not work-related.
    Employment discrimination in race can influence the success of an employer's performance
    and ability, as well as related to worker’s stress, dissatisfaction, and turnover intentions in job
    (Triana, García, & Colella, 2010). Therefore, investigating the perception and experiences of
    employees about race-discrimination is significantly important. (Triana, Jayasinghe, and
    Pieper, 2015). Prior literatures were often focused on job-related sided inequality (Hebl et al.,
    2002) such as wage, hiring, and promotion. Ethnic minority employees are facing wage
    discrimination in variations in workplace characteristics (Carrington and Troske, 1998).
    According to the study of Forth, Theodoropoulos, and Bryson (2021), non-White workers are
    often overqualified than his/her role, which implies the penalty of wages-setting in the
    workplace.
    And there are three practices that can potentially reduce the within-workplace wage gap
    based on ethnicity: trade union recognition for pay negotiations, reviewing pay rates by
    ethnic background, and implementing formal job evaluation systems Forth, Theodoropoulos,
    and Bryson (2021). Therefore, not only enhancing organizational policies and practices but
    also enhancing individual-level factors highly influence workers’ perception and reaction to
    race discrimination in the workplace.

    2.4 Discrimination in the Workplace and EOR

    A few core theories to understand fundamental ethnic discrimination through interactional


    and social processes and how much impact to the employees in an organization.

    Social Exchange Theory (SET), proposed by Blau (1964), is the most frequent applicant that
    examines the correlation between individual and organization (Cropanzano and Mitchell,
    2005). Lee et al. (2014) highlighted that when employers are active in exchanging mutual
    benefit with employees by fulfilling their interests and providing support, workers are more
    likely to reciprocate by resulting in high job performance and dedication to the organization
    (Lin and Lu, 2021). As the principle of connection between these two parties, EOR involves
    strong trust and positive obligations (Shores et al., 2006). In the context of the discrimination
    in race, it can be used to analyze the impact of relation between employer and employee
    when unfair experiences arise from racial issues. Workers get a negative perception of its
    organization, which appears as decreasing perceived fairness, lack of trust, and loyalty (Lee,
    Li, and Tsai, 2021).

    SET had a great impact on establishing the concept of Psychological Contract Theory (PCT)
    (Kutaula, Gillani, and Budwar, 2020). PCT is the concept of understanding the beliefs of
    employees and acknowledging that their organization cares to succeed in exchanges of
    inter-communication with them (Cropanzano, Anthony, Daniels, and Hall, 2017; Golden and
    Veiga, 2018; Thacker, 2015; Wayne, Shore, and Liden, 1997). This theory highlights how
    discriminatory practices violate the psychological contract, when as racial discriminatory
    practices occur, it breaches the psychological contract and leads to negative consequences
    (Kutaula, Gillani, and Budwar, 2020). Perceived negative racial discrimination ends up
    reducing not just job performance and organizational citizenship behavior, further, also
    physical and mental health of individuals (Triana, Jayasinghe, and Pieper, 2015).
    And Lee, Li, and Tsai (2021) highlights that both experiences and observations of
    discriminatory acts against racial minority employees significantly and negatively impact
    their perceptions of organizational justice. Therefore, interpersonal treatment, a crucial role
    in how employees perceive fairness and justice in their organization, is the most important
    element to migrate the ethnic discrimination in the workplace.

    References

    Grunig, L. A., Grunig, J. E., & Dozier, D. M. (2002). Excellent public relations and effective
    organizations: A study of communication management in three countries.

    Grunig, L. A., Grunig, J. E., & Ehling, W. P. (1992). What is an effective organization? In J.
    E. Grunig (Ed.), Excellence in public relations and communication management.

    Broom, G. M., Casey, S., & Ritchey, J. (1997). Toward a concept and theory of
    organization∼public relationships. Journal of Public Relations Research.

    Ledingham, J. A., & Bruning, S. D. (2000). A longitudinal study of organization-public


    relationship dimensions: Defining the role of communication in the practice of relationship
    management. In J. A.

    Grunig, J. E., & Huang, Y. H. (2000). From organizational effectiveness to relationship


    indicators: Antecedents of relationships, public relations strategies, and relationship
    outcomes.

    Stafford, L., & Canary, D. J. (1991). Maintenance strategies and romantic relationship type,
    gender and relational characteristics. Journal of Social and Personal Relationships.

    Grunig, L. A., Grunig, J. E., & Ehling, W. P. (1992). What is an effective organization? In J.
    E. Grunig (Ed.), Excellence in public relations and communication management.

    Hon, L. C., & Grunig, J. E. (1999). Guidelines for measuring relationships in public relations.

    Jo, S., & Shim, S. W. (2005). Paradigm shift of employee communication: The effect of
    management communication on trusting relationships. Public Relations Review.

    Broom, G. M., Casey, S., & Ritchey, J. (1997). Toward a concept and theory of
    organization∼public relationships. Journal of Public Relations Research.
    Cutlip, S. M., Center, A. H., & Broom, G. M. (1994). Effective public relations (7th ed.).
    Englewood Cliffs, NJ: Prentice-Hall.

    Coombs, W. T. (1999). Ongoing crisis communication: Planning, managing, and responding.


    Thousand Oaks, CA: Sage.

    Blau, P. M. (1964). Exchange and Power in Social Life.

    Carrington, W. J., & Troske, K. R. (1998). Interfirm Segregation and the Black/White Wage

    Gap. Journal of Labor Economics, 16(2), 231–260. https://doi.org/10.1086/209888

    Cropanzano, R., Anthony, E. L., Daniels, S. R., & Hall, A. K. (2017). Social Exchange

    Theory: A Critical Review with Theoretical Remedies. The Academy of Management

    Annals, 11(1), 479–516. https://doi.org/10.5465/annals.2015.0099

    Cropanzano, R., & Mitchell, M. S. (2005). Social Exchange Theory: An Interdisciplinary

    Review. Journal of Management, 31(6), 874–900.

    https://doi.org/10.1177/0149206305279602

    Del Carmen Triana, M., Jayasinghe, M., & Pieper, J. R. (2015). Perceived workplace racial

    discrimination and its correlates: A meta-analysis. Journal of Organizational

    Behavior, 36(4), 491–513. https://doi.org/10.1002/job.1988

    Forth, J., Theodoropoulos, N., & Bryson, A. (2021). The role of the workplace in ethnic wage

    differentials. British Journal of Industrial Relations, 61(2), 259–290.

    https://doi.org/10.1111/bjir.12696

    Golden, T. D., & Veiga, J. F. (2018). Self-Estrangement’s Toll on Job Performance: The

    Pivotal Role of Social Exchange Relationships With Coworkers. Journal of

    Management, 44(4), 1573–1597. https://doi.org/10.1177/0149206315615400

    Hebl, M. R., Foster, J. B., Mannix, L. M., & Dovidio, J. F. (2002). Formal and Interpersonal

    Discrimination: A Field Study of Bias Toward Homosexual Applicants. Personality


    and Social Psychology Bulletin, 28(6), 815–825.

    https://doi.org/10.1177/0146167202289010

    Kutaula, S., Gillani, A., & Budhwar, P. (2020). An analysis of employment relationships in

    Asia using psychological contract theory: A review and research agenda. Human

    Resource Management Review, 30(4), 100707.

    https://doi.org/10.1016/j.hrmr.2019.100707

    Lee, J., Capella, M. L., Taylor, C., Luo, M., & Gabler, C. B. (2014). The financial impact of

    loyalty programs in the hotel industry: A social exchange theory perspective. Journal

    of Business Research, 67(10), 2139–2146.

    https://doi.org/10.1016/j.jbusres.2014.04.023

    You might also like