Lynn M Shore

Biographic Data

ID4083268
NAMELynn M Shore
GIVEN NAMESLynn M
FAMILY NAMEShore
SIGNATURESHORE L M
AFFILIATIONSGeorgia State University
ORCID0000-0003-1186-6339
VERIFIEDYes
TOTAL WORKS22
TOTAL CITATIONS52
AUTHOR COUNT22
EDITOR COUNT0
FIRST PUBLICATION YEAR1989
LATEST PUBLICATION YEAR2025
H-INDEX4

  • Achieving Construct Clarity Through Perceived Workplace Exclusion: A Critical Literature Analysis and Proposed Model

    Open AccessChristina L Stamper, Isabel Metz et al.ARTICLEJournal of Organizational Behavior2025References: 9

    There are many researchers who believe that workplace exclusion is a unique construct and worthwhile to study; however, there is also significant inconsistency across existing research in definitions and explanations. These variations illustrate the practical and investigative need for a more precise approach that can be consistently utilized to facilitate a common and deeper understanding of workplace exclusion. To this end, we build a bridge ac…

  • The effects of inclusive psychological climate, leader inclusion, and workgroup inclusion on trust and organizational identification

    Beth G Chung, Lynn M Shore et al.ARTICLEEqual Opportunities International2025References: 86

    Purpose This study examines the effects of an inclusive psychological climate on leader inclusion, workgroup inclusion, and employee outcomes (trust in organization and organizational identification). Leader inclusion and workgroup inclusion are explored as both direct and serial mediators in the psychological climate to outcome relationships. Design/methodology/approach Data from 336 employees in 55 teams were collected at two time points from a…

  • Elevating Health Significance Post-Pandemic: Is the Employee-Organization Relationship in a Period of Change

    Open AccessLynn M Shore, Jacqueline A‐M Coyle‐Shapiro et al.ARTICLEAnnual Review of Organizational…2024

    The employee-organization relationship (EOR) is a well-established research topic in the applied psychology and organizational behavior literatures. However, the potential links between the EOR and employee health and well-being are understudied in comparison to the effects of the EOR on traditional organization-focused outcomes such as organizational commitment, job performance, and turnover. To address the need for development of the role of th…

  • Perceived organizational support (POS) across 54 nations: A cross-cultural meta-analysis of POS effects

    Open AccessThomas Rockstuhl, Robert Eisenberger et al.ARTICLEJournal of International Business…2020

  • Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness

    Open AccessAmy E Randel, Benjamin M Galvin et al.ARTICLEHuman Resource Management Review2018

  • Inclusive workplaces: A review and model

    Open AccessLynn M Shore, Jeanette N Cleveland et al.ARTICLEHuman Resource Management Review2018

  • Where there is light, there is dark: A review of the detrimental outcomes of high organizational identification

    Open AccessSamantha A Conroy, Samantha Conroy et al.ARTICLEJournal of Organizational Behavior2017

    An extensive body of research on organizational identification has developed over the last 25 years. This work has typically taken the view that organizational identification is good for individuals and organizations. However, the underlying social identity processes of organizational identification do not suggest that only positive outcomes should be expected. We review the work addressing organizational identification's dark side. Our review su…

  • Social comparisons and organizational support: Implications for commitment and retention

    Open AccessJames M Vardaman, David Grayson Allen et al.ARTICLEHuman Relations2016Cited by: 8References: 79

    Organizational support theory (OST) suggests that employees develop a general perception of the extent to which the organization values their contributions and cares about their well-being (perceived organizational support – POS), and respond to that support through attitudes and behaviors that are beneficial toward the organization. Although OST emphasizes both social exchange and self-enhancement processes, most accounts of POS’s effects are ro…

  • Leader–member exchange (LMX) and culture: A meta-analysis of correlates of LMX across 23 countries.

    Thomas Rockstuhl, James H Dulebohn et al.ARTICLEJournal of Applied Psychology2012

  • Inclusion and Diversity in Work Groups: A Review and Model for Future Research

    Open AccessLynn M Shore, Amy E Randel et al.ARTICLEJournal of Management2011

    A great deal of research has focused on work group diversity, but management scholars have only recently focused on inclusion. As a result, the inclusion literature is still under development, with limited agreement on the conceptual underpinnings of this construct. In this article, the authors first use Brewer’s optimal distinctiveness theory to develop a definition of employee inclusion in the work group as involving the satisfaction of the nee…

  • Leadership perceptions as a function of race–occupation fit: The case of Asian Americans.

    Thomas Sy, Lynn M Shore et al.ARTICLEJournal of Applied Psychology2010

    On the basis of the connectionist model of leadership, we examined perceptions of leadership as a function of the contextual factors of race (Asian American, Caucasian American) and occupation (engineering, sales) in 3 experiments (1 student sample and 2 industry samples). Race and occupation exhibited differential effects for within- and between-race comparisons. With regard to within-race comparisons, leadership perceptions of Asian Americans w…

  • An integrative model of managerial perceptions of employee commitment: Antecedents and influences on employee treatment

    Open AccessTed H Shore, William H Bommer et al.ARTICLEJournal of Organizational Behavior2008References: 14

    An integrative model of antecedents and outcomes of managerial perceptions of employee organizational commitment was developed and tested with 490 employees of a publicly owned U.S. manufacturing firm. The results are consistent with predictions showing that self‐reported affective commitment and supervisor‐focused impression management predicted managerial perceptions of affective commitment, whereas age, tenure, education, training and developm…

  • Social and Economic Exchange: Construct Development and Validation

    Open AccessLynn M Shore, Lois E Tetrick et al.ARTICLEJournal of Applied Social…2006

    This study examined the economic and social exchanges between employee and employer within a model in which perceived organizational support and affective and continuance commitment served as predictors and performance, altruism citizenship behavior, absence, and lateness served as outcomes. Two samples were used. 384 master of business administration students participated in Study 1, and Study 2 consisted of 181 aerospace employees and their man…

  • The Role of Perceived Organizational Support and Supportive Human Resource Practices in the Turnover Process

    Open AccessDavid Grayson Allen, Lynn M Shore et al.ARTICLEJournal of Management2003

    A model investigating antecedents of perceived organizational support (POS) and the role of POS in predicting voluntary turnover was developed and tested in two samples via structural equation modeling. Both samples of employees (N = 215 department store salespeople; N = 197 insurance agents) completed attitude surveys that were related to turnover data collected approximately 1 year later. Results suggest that perceptions of supportive human res…

  • New developments in the employee–organization relationship

    Open AccessLynn M Shore, Jacqueline A‐M Coyle‐ShapiroARTICLEJournal of Organizational Behavior2003Cited by: 4References: 5

    Greater understanding of the relationship between an employee and his/her employing organization has been the goal of organizational behaviour scholars for decades. Many questions have remained unanswered, and with this view in mind, the articles in this special issue examined the employee–organization relationship (EOR) from multiple perspectives. These articles provided considerable support for social exchange as a basis for understanding the E…

  • The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange.

    Stephen J Wayne, Sandy J Wayne et al.ARTICLEJournal of Applied Psychology2002

    This study examined a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX). It was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper management) would influence POS. For LMX, it was predicted that leader reward (distributive justice and con…

  • Examining degree of balance and level of obligation in the employment relationship: A social exchange approach

    Open AccessLynn M Shore, Kevin BarksdaleARTICLEJournal of Organizational Behavior1998References: 5

    A typology of four exchange relationships defined by two dimensions (degree of balance in employee and employer obligations; level of obligation) was evaluated. Three hundred and twenty seven working MBA students participated in the study. Results generally supported the existence of our proposed four-group typology since: (1) four distinct patterns of obligations emerged in the cluster analysis, and (2) mean differences were shown for the four e…

  • Perceived Organizational Support and Leader-Member Exchange: A Social Exchange Perspective.

    S J Wayne, Lynn M Shore et al.ARTICLEAcademy of Management Journal1997

    Employees develop exchange relationships both with organizations and immediate superiors, as evidenced by research on perceived organizational support (POS) and leader-member exchange (LMX), respectively. Despite conceptual similarities between these two constructs, theoretical development and research has proceeded independently. In an attempt to integrate these literatures, we developed and tested a model of the antecedents and consequences of …

  • Person- and context-oriented perceptual age measures: Additional evidence of distinctiveness and usefulness

    Open AccessJeanette N Cleveland, Lynn M Shore et al.ARTICLEJournal of Organizational Behavior1997References: 1

    Cleveland and Shore (1992) suggested that four perceptual age measures could be grouped into person-oriented and context-oriented factors. This study examined longitudinal data from their same sample, and tested three propositions related to the distinctiveness and usefulness of the age measures. Confirmatory factor analyses showed that the factor structure proposed by Cleveland and Shore was invariant over time, and that new multi-item scales me…

  • Commitment and employee behavior: Comparison of affective commitment and continuance commitment with perceived organizational support.

    Lynn M Shore, Stephen J Wayne et al.ARTICLEJournal of Applied Psychology1993

    The social exchange view of commitment (R. Eisenberger, R. Huntington, S. Hutchison, & D. Sowa, 1986) suggests that employees' perceptions of the organization's commitment to them (perceived organizational support, or POS) creates feelings of obligation to the employer, which enhances employees' work behavior. The authors addressed the question of whether POS or the more traditional commitment concepts of affective commitment (AC) and continuance…

  • Job and organizational attitudes in relation to employee behavioral intentions

    Open AccessLynn M Shore, Lucy A Newton et al.ARTICLEJournal of Organizational Behavior1990Cited by: 5References: 4

    A theoretical model was developed and evaluated which describes the differential relationship that organizational attitudes (organizational commitment and satisfaction job attitudes (job involvement and satisfaction) have with several behavioral intentions (turnover, absenteeism, and performance). One hundred and fifty‐seven male and 409 female participants filled out a survey. Results generally supported the proposed model

  • Job Satisfaction and Organizational Commitment in Relation to Work Performance and Turnover Intentions

    Open AccessLynn M Shore, Harry J MartinARTICLEHuman Relations1989Cited by: 35References: 31

    The differential associations that job satisfaction and organizational commitment have with job performance and turnover intentions were studied in a sample of bank tellers and hospital professionals. Results showed that organizational commitment was more strongly related than job satisfaction with turnover intentions for the tellers, but not for the professionals. Job satisfaction was related more strongly than organizational commitment with sup…