The effects of social embeddedness on job performance of tenured and non-tenured profesionals

Hetty van Emmerik, Karin Sanders

Research output: Contribution to journalArticleAcademicpeer-review

31 Citations (Scopus)

Abstract

This study examines how different employment relationships in academic settings, ie tenured versus non-tenured appointments, are associated with different types of job performance efforts. The social embeddedness model contends that employees' efforts to perform well depend on embeddedness in the social environment. Adopting this perspective, we ask what types of embeddedness are likely to improve job performance efforts, namely compliance and contextual performance, under the condition of different employment relationships. Regression analyses on the responses of both tenured and non-tenured faculty members show that employees' efforts to perform well can be explained by social embeddedness. Temporal embeddedness appears to be important in explaining the job performance efforts of tenured faculty members, while, in contrast, network embeddedness seems important in explaining the efforts of nontenured faculty members; and institutional embeddedness explained the efforts of both groups of faculty members.
Original languageUndefined
Pages (from-to)40-58
JournalHuman resource management journal
Volume14
Issue number1
DOIs
Publication statusPublished - 2004

Keywords

  • METIS-218942
  • IR-72016

Cite this

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The effects of social embeddedness on job performance of tenured and non-tenured profesionals. / van Emmerik, Hetty; Sanders, Karin.

In: Human resource management journal, Vol. 14, No. 1, 2004, p. 40-58.

Research output: Contribution to journalArticleAcademicpeer-review

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AB - This study examines how different employment relationships in academic settings, ie tenured versus non-tenured appointments, are associated with different types of job performance efforts. The social embeddedness model contends that employees' efforts to perform well depend on embeddedness in the social environment. Adopting this perspective, we ask what types of embeddedness are likely to improve job performance efforts, namely compliance and contextual performance, under the condition of different employment relationships. Regression analyses on the responses of both tenured and non-tenured faculty members show that employees' efforts to perform well can be explained by social embeddedness. Temporal embeddedness appears to be important in explaining the job performance efforts of tenured faculty members, while, in contrast, network embeddedness seems important in explaining the efforts of nontenured faculty members; and institutional embeddedness explained the efforts of both groups of faculty members.

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