ABSTRACT
Employee–organization relationship (EOR) research shares the common assumption that the EOR must be mutually supportive if desirable organizational outcomes are to occur. This dynamic is described by March and Simon's (1958) inducements–contributions model, wherein inducements or expressions of support by organizations toward employees (e.g., higher compensation and developmental/promotional opportunities) are reciprocated by employee contributions (e.g., productivity and positive citizenship) to the organization. This social exchange is foundational to EOR research and further assumes that the sustainment of positive actions by either organizations or employees requires the presence of positive actions by the other. The quality of this exchange is the focus of EOR and is key to realizing the potential of this relationship from the perspective of each party (cf. Shore et al., 2004).