Group & Organization Management

The present study investigates factors that influence the effects of employees’ child care responsibility on their turnover intentions and job satisfaction. Results of a field study using 183 dyads of employees and their supervisors showed that child care responsibility difference between supervisors and employees and the similarity of their gender interacted to predict supervisory family support and turnover intentions and job satisfaction. Specifically, for cross-gender dyads of supervisors and employees, when supervisors had more child care responsibilities than their employees, they tended to provide more family support, which in turn was related to their employees’ turnover intentions and job satisfaction. No such effects were found for same-gender dyads. Theoretical and practical implications of these findings are discussed.

The purpose of this article is to develop our understanding of the gang aspects of work organizations. By applying a psychoanalytic lens, we formulate the ideas of the “gang at work” and “intraorganizational ganging dynamics,” thereby initiating a research stream on the “dark side of groups.” We illustrate our conceptual development by drawing on the Enron case thereby contributing unique group-level insights that complement other analyses of the phenomenon. We conclude by identifying areas for further research and arguing that gang phenomena may also have been present among many of the key organizations at the centre of the credit crisis, such as Lehman Brothers.

In a set of two studies, based on employees from two countries, we examined how emotion regulation moderates the relationship between psychological contract breach and (a) feelings of violation and (b) proactive behaviors (knowledge sharing and taking charge). We found that cognitive change buffers the negative effect of breach on feelings of violation and knowledge sharing (Study 1, United States). We replicate this result using taking charge as an outcome. In addition, we demonstrate that using high levels of attentional deployment as an emotion regulation strategy accentuates the negative effect of both social and generative breach on employees’ taking charge (Study 2, the Netherlands). Based on our results, we call for additional research on how emotion regulation modifies the relationship between psychological contract breach and work outcomes.