TY - JOUR
T1 - The benefits and burdens of organizational reputation for employee well-being
T2 - A conservation of resources approach
AU - Baer, Michael
AU - Bundy, Jonathan
AU - Garud, Niharika
AU - Kim, Ji Koung
N1 - Publisher Copyright:
© 2018 Wiley Periodicals, Inc.
PY - 2018/12/1
Y1 - 2018/12/1
N2 - We consider the possibility that a positive organizational reputation brings both benefits and burdens to employees working for those organizations. Drawing from the “Red Queen” notion in competitive strategy and from conservation of resources theory, we argue that although organizational reputation can cause employees to identify more strongly with the organization, it may also pressure employees to commit more of their time to the job. In turn, increased organizational identification and time commitment have contrasting effects on employees’ emotional exhaustion. Following recent theorizing in the reputation literature, we also test the proposal that the effects of organizational reputation—a collective-level representation—are mediated through employees’ individual-level perceptions. Taken together, our theoretical model suggests that organizational reputation, through employees’ perceptions of that reputation, simultaneously serves as a benefit that reduces emotional exhaustion via organizational identification, but also as a burden that increases emotional exhaustion via additional time commitment. In turn, we demonstrate that these dynamics have both positive and negative implications for employees’ counterproductive work behavior. Our arguments are confirmed in a multiwave, multisource study of employees from a diverse range of organizations.
AB - We consider the possibility that a positive organizational reputation brings both benefits and burdens to employees working for those organizations. Drawing from the “Red Queen” notion in competitive strategy and from conservation of resources theory, we argue that although organizational reputation can cause employees to identify more strongly with the organization, it may also pressure employees to commit more of their time to the job. In turn, increased organizational identification and time commitment have contrasting effects on employees’ emotional exhaustion. Following recent theorizing in the reputation literature, we also test the proposal that the effects of organizational reputation—a collective-level representation—are mediated through employees’ individual-level perceptions. Taken together, our theoretical model suggests that organizational reputation, through employees’ perceptions of that reputation, simultaneously serves as a benefit that reduces emotional exhaustion via organizational identification, but also as a burden that increases emotional exhaustion via additional time commitment. In turn, we demonstrate that these dynamics have both positive and negative implications for employees’ counterproductive work behavior. Our arguments are confirmed in a multiwave, multisource study of employees from a diverse range of organizations.
UR - http://www.scopus.com/inward/record.url?scp=85055869626&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85055869626&partnerID=8YFLogxK
U2 - 10.1111/peps.12276
DO - 10.1111/peps.12276
M3 - Article
AN - SCOPUS:85055869626
SN - 0031-5826
VL - 71
SP - 571
EP - 595
JO - Personnel Psychology
JF - Personnel Psychology
IS - 4
ER -