Hom et al. (2009), Journal of Applied Psychology

Explaining employment relationships with social exchange and job embeddedness.

In two surveys of Chinese managers, including 526 middle managers in 41 firms, generous employer investment in staff was linked to lower quit intentions and more commitment, through a sense of exchange and feeling rooted in the job.

Parts of the Loop it informs

The middle's own weatherSupports

Read the original paper

Summary written by Unfrozen from the published abstract, then checked twice by independent AI reviewers against the source. Loop coding is exploratory and AI-assisted, pending human verification. Spot an error? Email info@unfreeze.us and it gets fixed.

Related studies

Huy (2011)In a three-year case at a large tech firm, executives treating strategy as a purely task-focused job unintentionally stirred middle managers' group identities around tenure and language; the resulting emotions saw managers, even ones executives promoted, back or quietly brush off an initiative.Huy et al. (2014)Over three years of a radical change, middle managers went from supporting their top leaders to mutiny as they reassessed whether those leaders were legitimate, and their emotional reactions fed rising resistance.Vuori & Huy (2016)At Nokia, fearful middle managers shared less bad news upward while top managers did not fully reveal how serious the outside threat was; leaders grew overly optimistic and the smartphone effort suffered.Gong et al. (2009)In 463 firms operating in China, HR practices aimed at middle managers' performance went with better firm results, a link running through managers' emotional attachment to the firm; practices aimed at keeping them did not.