Suchergebnisse

Introduction: the strategy of deconstruction -- The reception of derrida's thought -- The partial exit from phenomenology -- Beyond the subject -- Beyond the subject -- The other -- The other -- Violence to the other : religion, hospitality and forgiveness -- Violence to the other : limitrophy, animot, divanimality, the abyssal limit and the ends of man -- Epilogue -- Bibliography

AbstractAfter almost a century‐long pattern of rising marital instability, divorce rates levelled off in 1980 and have been declining ever since. The timing of deceleration and decline in the rates of marital dissolution interestingly coincides with a period of substantial growth in wage inequality. This paper establishes a novel connection between the two phenomena and discusses potential explanations for the underlying link. Using female marital histories in a duration analysis framework combined with regional and temporal variation in the pattern of male wage dispersion, I show that inequality has a significant stabilizing effect on the marriage. Quantitatively, increases in male wage dispersion can roughly explain up to 30% of the fall in the mean separation probability between 1979 and 1990. Several plausible explanations are discussed: changes in spousal labour supplies, female wage inequality, income uncertainty, social capital as well as a hypothesis where inequality renders the option to divorce less attractive by making remarriage more difficult.

PurposeRealizing the importance of value congruence between employees and organizations, the purpose of this paper is to examine the impact of person‐organization (P‐O) fit on employee behavior through the exit, voice, loyalty, and neglect typology within the Greek public sector. Furthermore, it tests the mediating role of job satisfaction on these relationships.Design/methodology/approachThe study took place in all three public hospitals located in a major Greek city, where 125 usable questionnaires are gathered. The statistical analyses include descriptive statistics and stepwise regression analyses.FindingsEvidence from the private sector in the field of P‐O is transferable, at least to some extent, to the public sector, as the level of P‐O fit increases loyalty and reduces neglect. However, job satisfaction mediates the relationship only between P‐O fit and loyalty.Practical implicationsIn an era that a major goal for both private and public organizations is to maximize performance ensuring a compatible workforce is an imperative. It is thus highly important that human resource management policies and practices are decentralized, to allow public organizations meet economic and social challenges.Originality/valueThe added value of the present paper lies in the fact that the factors related to the setting and the individual are decisive for the impact that P‐O fit has on employee responses.

PurposeThis study aims to identify the organizational obligations that are mostly valued by employees and potential variations in perceptions regarding the ideal psychological contract, between employees working in the public and the private sectors.Design/methodology/approachA total of 1,145 employees, with 398 being employed in the public sector, participated in the study. The study took place in Greece, where the public sector's particularities provide excellent ground for comparisons with the private sector. Overall, 40 organizational obligations, drawn from existing literature, were adopted to measure employees' view of the desired psychological contract. A comparison based on sectors was made to check for differences.FindingsOverall ranking of the organizational obligations, based on employee perceptions, is provided. Next, statistical analysis through t‐tests exposed significant variation in seven organizational obligations. In all cases, variations could be attributed to organizational and structural differences between organizations operating within the Greek public and private sectors.Research limitations/implicationsThe Greek public sector particularities may limit this study's findings' generalization across all organizations operating within the public sector around the world. Besides, national culture may have also affected the results. Finally, the sample is a convenient one, as no relevant database was available.Practical implicationsAccording to this study's findings, employees working in the public and private sector have different view of the desired psychological contract. Theoretically, such a finding provides support to previous researchers' suggestions about organizational factors' impact on psychological contract formation. Practically, it seems that effective human resource management necessitates taking organizational factors into serious consideration.Originality/valueThis paper provides information of both theoretical and practical significance with regard to employment relationships.

PurposeThis study aims to identify specific changes in the content of the psychological contract during mergers and acquisitions (M&As), looking into both the "previous" and the "current" psychological contract.Design/methodology/approachA total of 255 non‐managerial employees who had recently gone through a MorA, participated in the study. They were asked to evaluate both their previous psychological contract (prior to the MorA) and their current psychological contract (after the MorA). Paired t‐tests provided support for the propositions stated.FindingsStatistical analysis revealed that employee perceptions of both organizational obligations and contributions change after a MorA. Furthermore, employees with limited coping with changes ability are more likely to consider that their contract has changed after a MorA.Research limitations/implicationsThe cross‐sectional character of this study may have increased common method bias. Still, no other option existed in this organizational setting.Practical implicationsThese findings suggest that major organizational changes, such as MorA significantly impact on individuals' view of their employment relationship. In fact, employees that feel confident in handling organizational changes are more prone to believe that their psychological contract has replaced by a new, subordinate one. Consequently, it is important that organizational agents shield employees against M&As negative impact by fostering coping with changes ability.Originality/valueThe paper offers insights into psychological contracts after a major organizational change.