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Taking stock of psychological contract research: Assessing progress, addressing troublesome issues, and setting research priorities
... En este contexto, el Contrato Psicológico aparece en la actualidad como un recurso teórico clave para comprender algunas de las complejas dinámicas en que se desarrollan las relaciones de trabajo. Varios autores (Alcover, 2002;Conway & Briner, 2005Guest, 2004;Malvezzi, 2011;Rousseau, D., 1995;Taylor & Tekleab, 2004;Topa, 2005) coinciden en destacar la importancia que tiene este concepto para el análisis y comprensión de la forma como se construyen actualmente las relaciones de trabajo, y es en este ámbito que la perspectiva del Contrato Psicológico ha acumulado tanto reflexión teórica como investigación empírica que permite a los estudiosos e investigadores de las Ciencias Sociales comprender el complejo campo de las relaciones humanas en contextos laborales (Topa, 2005). En este mismo sentido Conway y Briner (2009) afirman también que durante los últimos años, este concepto ha capturado la atención de los investigadores como se evidencia por el rápido incremento de artículos, ahora varios cientos, publicados sobre el tema. ...
... Estas parten del hecho de que la principal influencia teórica que el Contrato Psicológico ha tenido a partir de los años 90 del siglo pasado ha provenido de los trabajos de Denise Rousseau, quien en su momento se propuso "ofrecer una teoría conductual de contratos para ayudar a académicos y gerentes en la dirección de los roles fundamentales que los contratos juegan en las organizaciones" (1995, pág. xi), perspectiva teórica que ha predominado en gran parte de la investigación sobre Contrato Psicológico en la década siguiente a su publicación y aún continúa haciéndolo, lo que ha originado una tendencia entre los investigadores a asumir el estudio de este asunto desde abordajes metodológicos de corte cuantitativo con el uso de cuestionarios construidos a partir de categorías previamente definidas y muy poco énfasis se le ha dado a la realización de investigaciones de corte cualitativo que permitan una mejor y más profunda comprensión de los aspectos relacionados con la formación de contratos psicológicos, lo cual reviste una problemática en términos de método para su abordaje, tal como lo expresan Taylor & Tekleab (2004) cuando afirman, a partir de una revisión que hacen sobre teoría e investigación acerca del Contrato Psicológico, que "mucha de la investigación sobre Contrato Psicológico parece haber fallado en una ruta metodológica" ...
... En general los autores que sugieren la idea de la existencia de un conjunto de teorías que subyacen al concepto Contrato Psicológico, coinciden en afirmar que, entre todas, la teoría del intercambio social es clave en la definición del mismo (véase, por ejemplo, Anderson & Schalk, 1998;Taylor & Tekleab, 2004;Conway & Briner, 2005;Coyle-Shapiro & Parzefall, 2010), puesto que el Contrato Psicológico es un fenómeno que se da a partir de la interacción que supone un intercambio entre las partes. ...
El Contrato Psicológico es analizado aquí como concepto y como hecho social presente en las relaciones de trabajo, ya que el mismo ha sido retomado en las últimas tres décadas como un recurso teórico clave para la comprensión de las relaciones de trabajo que se configuran actualmente de manera variada y compleja. En tal sentido, el presente trabajo se ha orientado a hacer una discusión de este concepto, en contraste con vivencias cotidianas asociadas a la configuración de contratos psicológicos como hechos sociales experimentados por las personas en el marco de las relaciones de trabajo. Para este propósito, se hace una revisión de la literatura especializada sobre el tema y se discuten las concepciones hechas por diferentes autores, la evolución que ha tenido a lo largo de su historia, y las teorías y conceptos subsidiarios de sus conceptualizaciones. De la misma manera, se llevó a cabo una aproximación empírica con el propósito de mirar el Contrato Psicológico como un hecho social en un contexto específico de trabajo. Los resultados permiten observar que la concepción del Contrato Psicológico como concepto en la literatura especializada sobre el tema ha tenido una evolución y cambio a lo largo de su historia, derivada de las características y condiciones del entorno en diferentes momentos históricos y ha sido influenciado por los cambios en los referenciales teóricos de cada momento. Como hecho social presente en las relaciones de trabajo, se configura en un contexto multirrelacional, por lo que debe concebirse en la actualidad de manera multidimensional.
... Accordingly, there are evidences in literature that PCB has implications for negative work attitudes and behaviours (see Bal, Lange, Jansen, & Van Der Velde, 2008;Conway & Briner, 2002;Rayton & Yalabik, 2014;Zhao, Wayne, Glibkowski, & Bravo, 2007). Although the effect of PCB on work outcomes is well documented in literature (for review see Bal et al., 2008;Rayton & Yalabik, 2014;Kickul & Lester, 2001;Zhao et al., 2007), Agarwal and Bhargava (2013) noted that these studies seem to have been stuck in terms of examining only specific group of outcome variables (Taylor & Tekleab, 2004) such as job performance, job satisfaction, organisational commitment, organization citizenship behaviour, turnover intention, and work engagement. While these outcomes are very pertinent for organizational effectiveness, scholars point out the need to examine the effects of PCB on other critical work behaviours as well (Parzefall & Hakanen, 2010)-e.g. ...
... Psychological contract is the beliefs concerning mutual obligations and promises between the employee and organisation (Rousseau 1995). Social exchanges and reciprocity play vital roles in psychological contract because mutual obligations, as social exchanges, form a psychological contract (Taylor et al., 2004). Drawing upon social exchange model (Blau, 1964) and norm of reciprocity (Gouldner, 1960), employer and employee form a reciprocal relationship by which they agree to fulfill their own obligations (Cropanzano & Mitchell, 2005;Tekleab & Chiaburu, 2011). ...
... The impact of PCB on job satisfaction is well documented in literature (Gakovic & Tetrick, 2003;Tekleab, Orvis, & Taylor, 2013;Taylor et al., 2004). For example, Kikcul and Lester (2001) investigated the impact of PCB on employees' job attitudes and found that PCB is negatively associated with job satisfaction. ...
This study examined the mediating role of job satisfaction in the relationship between psychological contract breach (PCB) and workplace deviance among a sample of 195 police personnel selected from a State Police Command headquarter (104 males and 91 females) in Ondo State, Nigeria. Their ages ranged from 26 to 49 years with a Mean of 37.08 (SD = 9.44). Hierarchical multiple regression analysis was utilized to test the study hypotheses. Results showed that PCB was positively related to workplace deviance (β = 0.41; p < .05) and negatively related to job satisfaction (β =-0.32; p < .05). Job satisfaction had a negative impact on workplace deviance (β =-0.29; p < .01). Finally, job satisfaction mediated the relationship between PCB and workplace deviance (β = 0.11; t = 5.43; p < .01). These findings suggest that if police management can fulfill police officers' psychological contract, this would enhance their job satisfaction, and in turn reduce their tendency of engaging in workplace deviance.
... Accordingly, there are evidences in literature that PCB has implications for negative work attitudes and behaviours (see Bal, Lange, Jansen, & Van Der Velde, 2008;Conway & Briner, 2002;Rayton & Yalabik, 2014;Zhao, Wayne, Glibkowski, & Bravo, 2007). Although the effect of PCB on work outcomes is well documented in literature (for review see Bal et al., 2008;Rayton & Yalabik, 2014;Kickul & Lester, 2001;Zhao et al., 2007), Agarwal and Bhargava (2013) noted that these studies seem to have been stuck in terms of examining only specific group of outcome variables (Taylor & Tekleab, 2004) such as job performance, job satisfaction, organisational commitment, organization citizenship behaviour, turnover intention, and work engagement. While these outcomes are very pertinent for organizational effectiveness, scholars point out the need to examine the effects of PCB on other critical work behaviours as well (Parzefall & Hakanen, 2010)-e.g. ...
... Psychological contract is the beliefs concerning mutual obligations and promises between the employee and organisation (Rousseau 1995). Social exchanges and reciprocity play vital roles in psychological contract because mutual obligations, as social exchanges, form a psychological contract (Taylor et al., 2004). Drawing upon social exchange model (Blau, 1964) and norm of reciprocity (Gouldner, 1960), employer and employee form a reciprocal relationship by which they agree to fulfill their own obligations (Cropanzano & Mitchell, 2005;Tekleab & Chiaburu, 2011). ...
... The impact of PCB on job satisfaction is well documented in literature (Gakovic & Tetrick, 2003;Tekleab, Orvis, & Taylor, 2013;Taylor et al., 2004). For example, Kikcul and Lester (2001) investigated the impact of PCB on employees' job attitudes and found that PCB is negatively associated with job satisfaction. ...
This study examined the mediating role of job satisfaction in the relationship between psychological contract breach (PCB) and workplace deviance among a sample of 195 police personnel selected from a State Police Command headquarter (104 males and 91 females) in Ondo State, Nigeria. Their ages ranged from 26 to 49 years with a Mean of 37.08 (SD = 9.44). Hierarchical multiple regression analysis was utilized to test the study hypotheses. Results showed that PCB was positively related to workplace deviance (β = 0.41; p < .05) and negatively related to job satisfaction (β =-0.32; p < .05). Job satisfaction had a negative impact on workplace deviance (β =-0.29; p < .01). Finally, job satisfaction mediated the relationship between PCB and workplace deviance (β = 0.11; t = 5.43; p < .01). These findings suggest that if police management can fulfill police officers' psychological contract, this would enhance their job satisfaction, and in turn reduce their tendency of engaging in workplace deviance.
... These exchanges are not as simple as monetary terms; they rely on intangible factors. Furthermore, other researchers also discuss different dimensions of reciprocal relationships; these relationships essentially involve the creative ideas and the moral values instilled in their employees as they interact with other patrons of the organizations they work for (Kutaula et al., 2020;Taylor & Tekleab, 2004;Sandhya & Sulphey, 2020). ...
... However, Rousseau's modern approach has also been criticized, primarily on the basis that Rousseau only emphasized employees' interests and overlooked or undermined the concerns of employers. As a result, other scholars have incorporated the interests of organizations and their employees in considering the psychological contract extended within an organization (Cullinane & Dundon, 2006;Guest, 2004;Taylor & Tekleab, 2004). Rousseau and Tijoriwala (1998) When examining OC, system theory exhibits the best approach, as it highlights the interrelatedness of the different aspects of the employing organization. ...
The primary aim of this study is to examine the impact of organizational change (OC) on the psychological contract breach (PCB) of employees in Pakistan’s private banking sector. The study highlights the key role of the transformational leadership approach, particularly when a bank experiences OC and PCB. Using a cross-sectional research design and a sample of 288 private bank employees, we carry out simple linear regression and a hierarchical regression analysis. The study also investigates the mediating mechanism of PCB in relation to OC, employee turnover intention (ETI) and organizational identification (OD) and examines the moderating role of transformational leadership in the banking sector. Our findings support the study’s hypotheses. We conclude that transformational leadership plays a key role in motivating employees and channeling their energies in the direction of OC, while PCB plays a mediating role between OC and ETI and OD. Given the dearth of studies on PCB in South Asian banks, the study contributes to the literature by targeting the private banking sector in Pakistan, emphasizing employees’ reactions to OC and PCB in commercial banks.
... It was the work of Rousseau (1989) that re-conceptualized the notion of the psychological contract, which had directed the contemporary contract research. While there is a plethora of definitions proposed since then, divergent views have been found on whether this concept was rooted in expectations (Taylor and Tekleab, 2004;Conway and Briner, 2009), obligations Bal et al., 2010) or promises of the other party (Conway et al., 2011). This paper emphasizes the term of obligation in constituting the psychological contract, as it is preferred over other notions in possessing an obligatory quality for the other party to reciprocate (Rousseau, 1989). ...
... The transactional contract contains items (obligations) that are tangible and economic in focus, with fixed terms and conditions (e.g., promotion and high pay in exchange for hard work: Rousseau, 2004). The relational contract differs from transactional contracts by emphasizing "open end collaborations, dynamic terms" (Coyle-shapiro and Parzefall, 2008, p. 13), and a broad scope of involvement in an individual's work and life (Taylor and Tekleab, 2004). The balanced contract is comprised of features of both transactional and relational contracts by maintaining long-term involvement while allowing for changing contract as circumstances evolve (Ntalianis and Dyer, 2021;Wu et al., 2021). ...
Introduction
Research into expatriation has made a great contribution to the understanding of issues surrounding international human resource management. However, academic discussion around the subject of expatriate management remains Western-centred, neglecting the use of expatriate staffing in multinational corporations (MNCs) from Eastern countries. By adopting a multi-foci perspective of the psychological contract, the overall objective of this research is to explore the content of Chinese expatriates’ psychological contracts.
Methods
This paper draws on the findings of an organisational case study and is based on semi-structured interviews with 14 expatriates.
Results
The findings provide evidence that individuals have multiple simultaneous psychological contracts, each with a different focus. The contracts held by the Chinese expatriates in this sample contain predominately balanced contract beliefs, which contrast sharply to what the other authors find to be salient beliefs (e.g., transactional contract beliefs) for expatriates based on Western samples. Importantly, the most frequently listed exchange partners by the pre-departure expatriates were line managers and department managers in headquarters; individuals appreciate the respective role of each party in shaping their aspects of work conditions whilst acknowledging the simultaneous existence of such influences.
Discussion
This paper has implications for expatriate management in the following ways. First, managers are encouraged to appreciate the role of multiple parties in shaping expatriates’ psychological contracts. This helps to enhance management’s understanding on the motives and demands of those expatriates. Second, policies of support and contact would aid feelings of integration. Finally, more attention should be paid to planning expatriate career prospects.
... Chris Argyris coined the phrase "psychological contract" at the beginning. Argyris researched the relations between workers and foremen and used this term for these relations (Taylor & Tekleab, 2004). Schein also defined a psychological contract as the interaction between two parties that includes psychological dynamics (Taylor & Tekleab, 2004). ...
... Argyris researched the relations between workers and foremen and used this term for these relations (Taylor & Tekleab, 2004). Schein also defined a psychological contract as the interaction between two parties that includes psychological dynamics (Taylor & Tekleab, 2004). Levinson's description, which describes a mutual collection of unwritten expectations between the individual and his or her organization, is akin to Schein's description (Guest, 1998). ...
... This increased individualism matched perfectly with Rousseau's conceptualization of the psychological contract as a collection of individual employee beliefs regarding the exchange relationship with their employer, existing 'in the eye of the beholder' (Rousseau, 1989). In other words, every employee has a potentially unique psychological contract which can differ from the psychological contracts that other employees in the same organization hold with their employer (Taylor & Tekleab, 2004). ...
... The difficulty in the use of these features lies in the dichotomy between transactional and relational features because they were originally considered as two ends of the same continuum (Rousseau, 1990), which would position any psychological contract somewhere between the two extremes. However, the literature has since used these features as separate categories (Taylor & Tekleab, 2004), making it more difficult to identify high-quality exchange terms if we already determined that the psychological contract in question is to be labeled as transactional. Consequently, we may be overlooking specific high-quality psychological contracts or miss potential gaps because we believe that we only have high-quality psychological contracts due to a 'forced' two-option labelling issue. ...
The literature on sustainable management has seen a stark increase in publications in the last few years. A considerable number of papers were written on models or specific human resource practices that aim to provide clarity on what sustainable human resources entail. However, many publications seem to show that sustainable management focuses primarily on employer-driven outcomes and external stakeholders. In this chapter we therefore focus on employees and high-quality employment relationships through the lens of the psychological contract. We propose that by focusing on developing a high-quality psychological contract, companies will select the right contract terms in the form of sustainable human resource practices so as to realize the desired outcomes such as employee commitment and retention. After a short introduction on sustainability, we discuss psychological contracts and zoom in on three specific areas in which companies can make a real difference in generating high-quality relationships, thereby putting in place an employee-centered sustainable human resource management.
... The authors argued this anticipation of meeting each other's needs and expectations motivates both parties in favor of a long-term bond and continued relationship. Taylor & Tekleab (2004) argued the range of expectation is from highly specific to general so the psychological contract changes when both parties have a more detailed understanding of the contribution of the other party and due to change in circumstances. • Flexibility -Argyris (1960) considered a psychological contract as an implicit understanding between employers and employees where employees exchange higher productivity and lower grievances for wages and job security. ...
... The study prescribed practitioners to focus on promoting flexibility than explicit norms. Taylor & Tekleab (2004) explained employees would promote and respect the rights of the organization if the organization does not interfere much in employee norms and this will be reflected in productivity. • Personality - Nikolaou, Tomprou, & Vakola (2007) studied psychological contracts with respect to the employment agreement and considered personality traits as one of the most important psychological contracts. ...
... A sample item is "I was mindful of the present moment." As a manipulation check for breach, we adapted seven items to assess perceptions of psychological contract breach from Robinson and Morrison (2000) and Taylor and Tekleab (2004). A sample item is "My employer has failed to meet its promises to me." ...
... We adapted four items to assess breach perceptions from Robinson and Morrison (2000) and Taylor and Tekleab (2004). A sample item is "My employer has failed to meet its promises to me." ...
Breach of the psychological contract between organization and employee often evokes employee hostility, which in turn can instigate deviant behaviors. We examine whether employee mindfulness attenuates these reactions to psychological contract breach. Specifically, we develop and test a two-stage moderated mediation model in which employee mindfulness moderates the mediational path from psychological contract breach via hostility to deviance by attenuating both emotional and behavioral reactions. Findings across four studies (with 872 employee participants) both measuring and manipulating breach and mindfulness demonstrate substantial support for the proposed model. Further analyses including alternative moderators, mediators, and dependent variables provide evidence for discriminatory and incremental validity. We discuss theoretical and practical implications as well as future research avenues. (PsycInfo Database Record (c) 2021 APA, all rights reserved).
... PC Violation, Discrimination, and Silence 6 for the use of alternative theoretical frameworks, other than social exchange theory, in explaining the implications of PC violation (Coyle-Shapiro & Parzefall, 2008;Taylor & Tekleab, 2004;Tomprou, Rousseau, & Hansen, 2015). Second, the consequences of PC violation have received relatively little research attention (Coyle-Shapiro & Parzefall, 2008), and the present research advances this line of inquiry by establishing the indirect implication of PC violation for feardriven silence via perceived personal ethnic discrimination. ...
... This finding highlights the need for alternative theoretical accounts explaining the implications of PC violation (beyond the conventional account of social exchange). This need has been recognized by numerous PC scholars (e.g., Coyle-Shapiro & Parzefall, 2008;Taylor & Tekleab, 2004;Tomprou et al., 2015). ...
Objectives: Integrating the transactional theory of stress and coping and research on discrimination perception/attribution, we propose a stress model of psychological contract (PC) violation among ethnic minority employees. We argue that ethnic minority employees tend to appraise PC violation as a threat and attribute it to personal ethnic discrimination (as well as low organizational trustworthiness), which in turn leads ethnic minority employees to engage in fear-driven silence as a form of emotion-based withdrawal coping. Method: We conducted two survey studies (Studies 1 and 2), an experimental study (Study 3), and a supplementary meta-analysis of the three studies. Results: We found support for our model. Ethnic minority employees’ perception of personal ethnic discrimination, rather than their perception of low organizational trustworthiness, translated PC violation to fear-driven silence. Our result patterns remained the same when we controlled for neuroticism and social desirability. Conclusions: By delineating ethnic minorities’ appraisal/attribution of and coping with PC violation, the current research advances the literatures on both PC and ethnic discrimination.
... Although S-HRM has been usually presented as an important advance for the field, we suggest that the lack of attention to the tensions we described in the previous section can seriously endanger the development of positive, long-term employment relationships. These concerns, however, are aligned with the motivations and conceptualizations of very early PC research (Roehling, 1997;Rousseau, 2020), which have inspired extant research on this topic including numerous PC-related papers, several metaanalyses, multiple reviews, and theoretical models (e.g., Conway & Briner, 2005;Coyle-Shapiro et al., 2019;Taylor & Tekleab, 2004;Zhao et al., 2007). ...
A core aspect of Sustainable Human Resource Management (S-HRM) has been its focus on developing high-quality employment relationships. This endeavor, however, has become increasingly complex, because the employee-employer relationship has undergone a profound transformation in recent years. This problem is further exacerbated by inherent tensions that surface when organizations aim to develop high-quality employment relationships in concert with sustainability-related goals. In this article, we intend to align theory and practice toward a more sustainable HRM by explaining how the psychological contract (PC) literature can provide new insights and perspectives to understand these tensions. We begin by delving into the nature and drivers of these sustainability-related tensions that arise when organizations strive to develop high-quality employment relationships. Next, we recount previous PC research that can inform the S-HRM literature to better understand how those tensions unfold. Finally, we identify concrete avenues for future research and discuss why integrating the PC and S-HRM literature could be an important path to expand our understanding of how to create more sustainable employment relationships.
... Therefore, PC may anticipate the kind of contributions employers will receive from employees and the type of compensation or benefits employees will receive in return from the organization. Employees and employers tend to uphold a fair equilibrium of the mutual obligations and rewards they offer each other (Rousseau, 2004;Taylor & Tekleab, 2004). ...
This article presents a literature review on Symbolic Interactionism, Social Exchange, and Expectation Violation Theories and their relevance to the Psychological Contract. The review is part of a doctoral thesis on the socialization process and can be helpful to Human Resource Managers (HRM), scholars, and practitioners. The review's findings show that while there are many studies on the newcomer's adaptation in the international literature, there are very few academic studies on this topic in the Brazilian context where the cost of losing a job can induce a golden cage behavior as we see in the public sector companies. Therefore, the review provides a new perspective on the socialization process of a firm's newcomer by combining the theories above, which have not been studied together before.
... It helps to understand the relationship between employer and employees (Conway et al., 2011). The PC is considered as a reciprocal relationship shared between these two parties where employees are likely to behave more productive toward their work with lesser complaints in against of justifiable compensation and job security (Taylor and Tekleab, 2004). According to Rousseau and Wade-Benzoni, (1994), PC can be termed as "perceived mutual obligations that characterize the employee's relationship with his/her employer. ...
Purpose
The present study aims to understand the relationship between psychological contract breach (PCB) and outcome variables with mediation role of job stress, psychological empowerment and moderating role of learned helplessness.
Design/methodology/approach
Descriptive cross-sectional research design was deployed. Data were collected from the Indian public sector bank employees, especially from those who are regularly going to the banks even during the lockdown situation. A total of 239 respondents were contacted via online and offline method.
Findings
The authors reported that bank employees feel the breach of psychological contract which induced job stress. Further, job stress negatively impacts their psychological empowerment and psychological empowered employees exhibit increased innovative behavior and well-being. The authors also found that job stress and psychological empowerment mediated the relationship between PCB and outcome variables, and learned helplessness moderates this relationship. The current study captures the psychological response of employees during the pandemic era.
Originality/value
The study also highlights that during the pandemic, when majority of the employers have given work from home, the public sector employees were regularly going to the banks with fragile mindset. The banks' managers and HR managers can also understand that how the fulfillment of expectations is important not only for employee well-being but also for the health of the organization.
... The psychological contract is seen as a clause, on the one hand, the conditions offered by employers to employees and their acceptance, reducing employee dissatisfaction and employment security through optimal wages, which in turn affect job performance [23,24]. On the other hand, the PC is considered by employees to undertake special obligations, but it can lead to a high degree of work commitment and loyalty while obtaining job security, which affects innovation and high-performance goals [25]. ...
Corporate ethics is an important part of corporate sustainable development. Sustainability is not only about the environment but also about the well-being of employees, including job satisfaction (JS), the Psychological contract (PC), etc. Among them, to organize relationships with other stakeholders, the unethical pro-organizational behavior (UPB) of employees not only damages the corporate image and reputation but even threatens the sustainable development of the enterprise. In this context, the influencing factors that induce UPB should be analyzed and considered. Based on social exchange theory and social cognitive theory, this research explores how idiosyncratic deals (I-deals) affect employees’ intention to perform UPB through the PC and JS from the viewpoint of employee-organization relationships, and the moderating role of environmental turbulence in it. The research sample was drawn from 377 employees working in China, manufacturing companies. The questionnaire was distributed at two time points. In the first questionnaire, the employees who participated in the survey answered information such as idiosyncratic deals, the PC, JS and environmental turbulence (ET). After 1 month, employees responded to UPB messages. The research hypotheses were tested analytically using SPSS 23.0 and Amos 23.0. The survey showed that I-deals had a beneficial impact on UPB. The psychological contract and JS also mediated the influence on I-deals on UPB. The positive relationship between I-deals and UPB through the chain mediated effect of PC and JS. Moreover, ET positively moderates the relationship between I-deals and UPB, the higher the ET, the stronger the relationship between I-deals and UPB. Conversely, the lower.
... Hui et al. (2004) The transitional arrangements reveal an employment relationship or the lack of a solid agreement among the parties; such arrangements often occur for a very short time periods. Janssens et al. (2003) Employees and employers effort to keep a impartial balance in terms of the mutual inducements (Rousseau, 2001;Taylor & Tekleab, 2004). Roe & Shalk (1996) PCs offer structure regarding the expectations of both the parties by minimizing the ambiguities and uncertainty among them (Schalk & Roe, 2007). ...
... Therefore, in any work relationship, if workers perceive that their foremen fail to give a commensurate return to their contributions towards the organization, the employees are likely to react through unfavourable emotions and negative attitudes. Furthermore, these employees could come up with a model through which the observed one-sidedness would be addressed either by a reduction of their organizational commitment or downward exhibition of other important behaviours and attitudes [17]. ...
The inability to keep the essential human resource of an organization has become detrimental to many of such
organizations and the growing complexity in the business environment has forced management to stress on employee retention by
adapting various means. This research is aimed at examining the association between contracts which are psychological and
employee retention in private organizations. It also examines the extent at which psychological contract dimensions are related with
the retention of employees. Cross-sectional and quantitative approach was adopted for the study where a sample of 90 members of
Victory Life Bible Church who are employees of different private organizations in Abeokuta was chosen through convenience
sampling technique and structured questionnaire was used for data collection. The primary data collected for the study was analyzed
using Pearson Correlation with the help of Statistical Package of Social Sciences (SPSS). From the findings of the research, it was
confirmed that psychological contract is positively related with employee retention; it also showed that psychological contract
dimensions are highly associated with retention of employees. It is recommended by the study that psychological contract be
considered as part of the organizations’ strategies to maintain and retain resourceful employees who would coordinate the other
resources of the organization towards the attainment of corporate goals and organizational effectiveness.
... Argyris (1960) coined the term 'psychological contract' and defined it as an unspoken agreement between the employees' group and their foremen. This relationship could be advanced to such a degree that the employees share higher productivity and lower complaints in return for reasonable salaries and job security (Taylor and Tekleab, 2004). However, the contemporary concept of psychological contract has been reconceptulized by Rousseau (1989) where the psychological contract is seen as one's perception concerning the terms and conditions of mutual agreement between the two parties or individuals. ...
Purpose
The purpose of the current research is to examine the impact of psychological contract fulfillment on work outcomes i.e. organizational commitment and job satisfaction during the COVID-19 pandemic. It also aims to check the mediating role of co-worker support and work engagement on organizational outcomes.
Design/methodology/approach
The current study has adopted a quantitative approach and a cross-sectional research design has been used with a snowball sampling technique. Data were collected via a structured questionnaire through Google Docs from 926 respondents working at different capacities in the service sector. The study includes those respondents who are working from home during the COVID-19 pandemic situation. The hypotheses were tested using structural equation modeling (SEM).
Findings
Results indicated that psychological contract fulfillment was positively impacting work outcomes i.e. organizational commitment and job satisfaction. Co-worker support and work engagement positively mediated the relationship between psychological contract fulfillment and work outcomes during the COVID-19 pandemic situation. Multi-group analysis proved that there was a difference in opinion regarding the impact of psychological contract fulfillment on organizational commitment and job satisfaction amongst males and females.
Originality/value
The novel contribution of the study is integrating social exchange theory, organization support theory and social information processing theory during the pandemic situation. The results highlighted meticulous empirical evidence, which answers the question as to how the met expectations cause an advantageous effect on the employees as well as the organizations in this COVID-19 pandemic situation.
... A number of previous studies have confirmed the negative relationship between psychological contract breach and job satisfaction (Bal, De Lange, & Jansen, 2008;Coyle-Shapiro & Kessler, 2000;Taylor & Tekleab, 2004;Tekleab, Takeuchi, & Taylor, 2005;Zhao et al., 2007). Rayton and Yalabik (2014) list unmet expectations,loss of trust, loss of inducements, feelings of inequity and impediments to goal pro-gression as major reasons why psychological contract breach influences job satisfaction. ...
Psychological contracts provide a framework for understanding the employment relationship. The literature on psychological contracts has focused on the relationship of a focal-employee with a ’unitary employer’. This thesis employees the target-similarity model, proposed by Lavelle, Rupp, and Brockner (2007), to extend the psychological contract frame- work to include the foci-specific psychological contracts a focal-person establishes with his/her organisation, supervisor, and peers. Three independent studies were carried out for this thesis. The first two studies concurrently tested the effects of foci-specific psychological contracts breach on work-related outcomes. The first study investigated the effect of foci-specific psychological contracts breach on OCBs directed at the specific foci. The results from this study indicate that foci-specific psychological contract breach had a target-similarity effect on the OCBs directed at the foci breaching the psychological contract. Results from this study also indicate that the psychological contract breach by the supervisor has a spill-over effect on the OCBs directed at the organisation and the peers. The results from the second study also confirmed that the foci-specific psychological contract breach had a target-similarity effect on the focal-person’s satisfaction with the foci breaching the psychological contract. Results from this study also confirmed that foci-specific psychological contract breach had spillover effect on the focal-person’s satisfaction with the various organisational foci. Study three was de- signed to empirically test the effects of peer-to-peer psychological con- tract breach on a focal-person’s satisfaction with his/her peers. The results from this study included the identification of the content of the peer- to-peer psychological contract, and confirmed the negative relationship between the breach of peer-to-peer psychological contracts and satisfaction with peers. Implications for the psychological contract theory, future research, and practice are discussed at the end of the thesis.
... Bankins (2015) had called for increased use in qualitative perspectives to bring out the complex dynamics of PC breach unfolding and the potential theoretical implications such a study can produce. The contradictions in the over usage of quantitative survey research method in assessing a subjective construct such as PC has been brought out in the past by researchers (Conway & Briner, 2009;Taylor & Tekleab, 2004), as the method's objective approach is not ideally placed to capture all the complexities involved in the unravelling of PCs (Ali, 2020). In-depth conversations with the gig workers could bring out the temporal variations in employee discrepancy perceptions associated with their PC fulfilment in a better manner compared to survey research (Rousseau et al., 2018). ...
As gig economy based firms increasingly rely upon algorithmic management to regulate their gig workers, we explore how driver-partners’ psychological contacts working for two major ridesharing platforms based on Mumbai evolve. The gig workers’ responses in how they adapt and thrive to the challenges posed by the information asymmetry brought about by the app’s algorithms are qualitatively captured using semi-structured interviews. From the thematic analysis that follows, we learn that the gig workers perceive psychological contract violation when repetitive attempts via problem-focused coping fail to resolve the psychological contract breach induced discrepancies. Though functional coping responses are persisted initially, we find that a collective influenced employee reaction follows soon. This collective attempt at resetting the power asymmetry leads the drivers to disengage with their organisations and resort to counterproductive work behaviour hacks. These temporary and significant quick fixes (identified as jugaad in the local culture) help the gig workers thrive amidst their disengagement states.
... In contrast, Gouldner (1960) proposed that equivalence of returns is not an issue within the social norms of reciprocity. Taylor and Tekleab (2004), on the other hand, argued that social exchanges and reciprocity offer some insight into the theoretical understanding of psychological contract because the psychological contract is formed through mutual obligations as social exchanges. ...
This thesis investigates the application of psychological contract theory to police officers and firefighters. Chapter 1 systematically searches the published psychological contract measures to evaluate how this concept is operationalised within many tools. Chapter 2 critically reviews the PSYCONES measure of psychometric properties and identifies it as a valid and reliable tool, although some of the concepts are not necessarily psychometric. Chapter 3 investigates the experiences of police officers in relation to psychological contract, occupational stressors and well-being. Work–life balance is identified as an important factor affecting the well-being of employees. Chapter 4 examines the role of psychological contract and its effect on the well-being of police officers through an online survey. Significant results are identified. Chapter 5 explores the experiences of firefighters in regard to psychological contract, occupational stressors, coping strategies and well-being. Chapter 6 investigates the importance of psychological contract and its effect on the well-being of firefighters through an online survey. A few significant relationships are identified. In Chapter 7, the thesis is concluded, the findings for both samples are summarised, and the limitations, future research and implications are discussed.
... Coyle-Shapiro and Kessler (2002) examine the content of the Psychological Contract from the perspective of the employer and the employee, giving consideration to their mutual obligations and the effects of a perceived rupture or breach of the contract on commitment and OCB, as well as on subsequent behavior. Taylor and Tekleab (2004) also lean toward this tendency, considering both the employer and employee in their analysis, albeit the authors focus on agreements governing reciprocal obligations between the two parties as well as the consequences of breaking those agreements on job satisfaction, staff turnover, OCB, and performance. Atkinson (2007) demonstrates, based on interviews carried out with employers and employees, the consequences of breaching the obligations established between the parties on the development of extra role behaviors. ...
This article seeks to explain and understand how the strength of a human resource management (HRM) system and perceived organizational support (POS) determine employment relationships (ERs) in organizations and the behaviors they generate in terms of organizational citizenship behavior (OCB) and intentions to remain (IR). A typology of ERs is proposed, considering perceptions about the HRM system (Ability, Motivation, and Opportunity [AMO] model), its strength, and POS. An analysis was adopted, looking into organizations in two separate studies in service sectors (hospitality and financial services), taking as informants to 130 and 87 HRM managers and 30 workers’ representatives as proxies of organizations and employees, respectively. Cluster analysis and analysis of variance (ANOVA) were conducted, and results are congruent with theoretical frameworks such as Attribution Theory and Social Exchange Theory. Depending on how stakeholders understand the way in which the HRM system is implemented and the level of POS, certain ERs are developed and explain employees’ responses in terms of OCB and IR behaviors.
JEL CLASSIFICATION: M1.
... Por un lado, se realizaron estudios transnversales que solamente permiten observar la magnitud de las relaciones entre las variables de estudio en una muestra poblacional y en un solo momento temporal. Si bien esta limitación es compartida por la mayor parte de la investigación sobre el contrato psicológico (Taylor y Tekleab, 2004), es algo que precisamente impide realizar avances significativos acerca de las características y la evolución de los contratos psicológicos a lo largo del tiempo, y es imprescindible intentar superar esta limitación en el futuro para avanzar en su conocimiento (Coyle- Shapiro y Parzefall, 2008). En general, las escalas de medida que se utilizaron en los estudios contaron con una aceptable consistencia interna, mostrando en su mayoría alphas superiores a .70, ...
... In a situation, where leaders exploit and manipulate their followers to obtain their self-interests (Kets de Vries and Miller, 1985) and exhibit unethical behaviors (Hornett & Fredericks, 2005), this will lead employees to respond with negative emotional and behavioral reactions due to their perception of unethical and abusive leadership practices. Moreover, employees will pay back these narcissistic behaviors with lower levels of trust, satisfaction, commitment (Taylor and Tekleab, 2004) and organizational cynicism (Neves, 2012). Given the previous discussion, we posit the following hypotheses: ...
This paper focuses on physicians in four public hospitals located in Egypt to explore the effect of narcissistic leadership on cognitive, affective and behavioral cynicism dimensions with and without the mediating effect of physician silence.The authors employed a convenience sampling in which every physician was handed a questionnaire form to fill. This targeted a decrease in the likelihood of research bias. In total, the authors distributed 320 forms and collected 229 completed questionnaires forms. The structural equation was employed to determine the effect of narcissistic leadership on physicians' organizational cynicism dimensions (cognitive, affective and behavioral). The same equation was later employed to assess the mediating role of the physicians' silence on the aforementioned relationship. The authors found that narcissistic leadership has a positive effect on physicians' silence. Moreover, physicians' perceptions of the narcissism of their leaders stimulate their cynicism behavior and negative feelings towards these narcissists. Lastly, the authors discovered a significant role for physicians' silence in mediating the relationship between narcissistic leadership and physicians' cognitive, affective and behavioral cynicism.
... The result of CMIN is derived from χ2/df reduces the impact of sample size on the Model. The CMIN value below 5 is considered acceptable model fit for the test statistics (Wheaton et al., 1977;Tabachnick & Fidell, 2007). Since our value is 1.863 which indicates the model fit. ...
The purpose of the article is to analyze the linkage of psychological contracts and with organizational citizenship behavior. To test hypothesis, data collected from 221 employees in Uttarakhand. Confirmatory factors analysis using SPSS software was carried out to identify factors related to psychological contract and Organizational Citizenship Behavior (OCB) of employees. Structural Equation Modeling (SEM) was conducted for analyzing the interrelatedness of psychological contract dimensions with Organizational citizenship behavior. Study indicates that psychological contract is related to organizational citizenship behavior of the employee. Our finding statistically confirms that different components of psychological contract are having influence on organizational citizenship behavior. The result is also uniform with the several other researches on psychological contract and its relationship with OCB. The research provides valuable insights for managers to understand the employee's psychology towards various dimension of psychological contract and how much these factors affect in strengthening the organizational citizenship behaviour of employees.
... Less focus on contextual antecedents, such as leadership style, leads to the neglect of cross-level effects on psychological contract fulfillment. This study is in response to the call for research on antecedents of psychological contract from the upper level, such as leaders (Taylor & Tekleab, 2004). It adds to the small but growing numbers of studies that have paid attention to the role of leaders acting as effective agents of organizations in shaping employees' interpretation of the psychological contract, such as leader-member exchange (Dulac et al., 2008;Henderson et al., 2008;Shih & Lin, 2014;Suazo et al., 2008) and transformational and transactional leadership (Epitropaki, 2013). ...
Although self-determination theory has important implications for service management literature and implies that leader autonomy support is critical to facilitating successful service delivery, surprisingly, little is known about how leader autonomy support influences employees to enhance service performance. By adopting the perspective that leaders act as key agents of organization, we argue that psychological contract fulfillment plays a pivotal role in transmitting the cross-level effect of leader autonomy support to work engagement, which in turn leads to enhanced service performance. Hierarchical linear regression analysis of time-lagged data collected at two points in time from 600 service employees of 39 gas stations in Taiwan support our predictions. The findings suggest that a leader’s autonomy support is an effective way to foster employees’ experience of psychological contract fulfillment to increase their involvement at work and customer service performance. This study stresses the importance of autonomy leadership development programs in organizations in service industries, where a mixed labor composition of full-time and part-time workers is prevalent.
... The EVLN model has been singled out by narrative and metaanalytic reviews of PC research as a useful conceptual framework of employee responses to changes in the PC (Rousseau, 1995;Taylor & Tekleab, 2004;Zhao et al., 2007). Employees who are becoming increasingly frustrated and disenchanted with work (as can be the case when perceiving PC breach) may respond to adverse organizational circumstances in various ways. ...
This study expands our understanding of employee reactions to psychological contract (PC) breach by contextualizing the relationship between PC breach and feelings of violation in a European military setting through the study of strong commitment to specific career goals, high managerial turnover, lack of clarity about the perceived responsibility and controllability of PC breach, as well as aviation restrictions. Based on interviews with 41 pilots, we found that two factors – passion for job and professional commitment – which have not been a strong focus in extant research, play critical roles in the processes involved in employee PC breach reactions. We further contribute to the literature by demonstrating when, why, and where perceptions of PC breach influence exit, loyalty, voice, and neglect reactions in a military setting (e.g., we found that certain reactions, such as neglect, are restricted due to the potential safety consequences of said reactions). This research charts new directions for psychological contract research in which more attention is placed on the context within which psychological contract processes develop and change. We provide insights to practitioners and discuss implications, limitations, and future research directions.
... So, while these two approaches each measure different facets of the psychological contract, for the purposes of this methodological contribution we are designedly focusing our attention on a content oriented measurement approach. We have two particular reasons for making this our specific focus: first, researchers suggest that how the psychological contract operates as a schema is best understood by initially identifying its inherent elements or employee and employer obligations (e.g., Taylor & Tekleab, 2004); and second, the content dimensions illustrate most vividly how a party uniquely understands their relationship with another party. If a novel psychological contract is indeed emerging, its "newness" will be revealed through the content dimensions elicited. ...
The psychological contract is a multi-faceted construct and, with the rise of gig work, increasingly the contract extends beyond the conventional employer-employee relationship to encompass multi-party exchanges. Against this backdrop, the question of what should be measured when assessing the contract and how it should be elicited remains a significant issue for scholars. We argue that the potential of psychological contract theory as an explanatory lens in understanding contemporary multi-party working relationships is constrained by two key limitations inherent in conventional measurement approaches. Firstly, such approaches have favoured singular rather than multiparty perspectives, and secondly, they have broadly accorded equal weight and significance to the content dimensions unearthed, despite the fact that they may differ markedly in how they are understood by each party to the employment relationship. In order to remedy these shortcomings, we make the case for adopting repertory grid technique as a methodological framework to address measurement limitations and to more rigorously assess the content of the complex multi-party psychological contract.
... Employees and employers tend to uphold a fair equilibrium of the mutual obligations and rewards they offer each other (Rousseau, 2004;Taylor & Tekleab, 2004). ...
This study investigated the socialization process within Petrobras, a Brazilian Oil & Gas State-owned enterprise. This research was accomplished through qualitative data collection and analysis methods using semi-structured Behavioral Event Interviews and Content Analysis. In-depth interviews were steered using toy models that metaphorically re-created the foundational positive and negative experiences after admittance. Key findings revealed a significant misalignment between pre-entry expectations and the routine after admittance, mentioned as reality shock. The analysis indicated that some interviewees experienced common mental disorders, reporting symptoms such as frequent headaches, insomnia, persistent anxiety, phobia and panic disorders, relating them to their negative experiences. The findings evidenced a hazardous potential of newcomers’ silent suffering, not yet mentioned in the literature. These insights should contribute to enhance the current epistemology on the socialization process within the Brazilian public sector socialization process and in situations that the high cost of resigning the job lead employees to go beyond their coping limits. This approach aims to expand the perspective of existing socialization theories, with an emphasis on the Brazilian public and semi-public sectors. This study concluded showing the importance of the immediate supervisor to the adjustment of new employees, with clear implications for the public sector career. Discussion on lessons learned and key recommendations for improvement regarding the socialization process, as well as research limitations conclude the present work.
... Capturing an employee's perception of the reciprocal obligations in the exchange relationship with his/her employer (Rousseau, 1989), the psychological contract and its effects on employee attitudes and behaviour have been the subject of four metaanalyses (Bal, De Lange, Jansen, & Van Der Velde, 2008;Li, Rousseau, & Silla-Guerola, 2006;Topa Cantisano, Morales Dominguez, & Depolo, 2008;Zhao, Wayne, Glibkowski, & Bravo, 2007) and several literature reviews (e.g., Conway & Briner, 2005;Coyle-Shapiro, Pereira Costa, Doden, & Chang, 2019;Rousseau, 2011;Taylor & Tekleab, 2004;Cullinane & Dundon, 2006). Drawing on social exchange theory (Blau, 1964) as a primary theoretical foundation, these studies have uncovered the importance of psychological contracts in understanding employment relationships, employee attitudes, and behaviours (Conway & Briner, 2005). ...
Research on psychological contracts has made significant contributions to theoretically advancing our understanding of the employee-employer exchange relationship and its implications for organizational practice. However, the predominant emphasis of this empirical research has been on the individual level of analysis and in the process does not give sufficient attention to contextual influences. Teams have become a common feature in organizations today and provide a proximal context through which to understand how teams affect individuals’ evaluation of their psychological contract. Based on the macrosociological perspective of social exchange theory as well as theories on the role of social influence in psychological contract evaluations, we examine how shared individual psychological contract fulfilment (PCF) shapes the relationship between individual PCF and outcomes (employee’s own contributions and contextual performance) at the individual level as well as the predictors (group POS) and consequences (average employee contributions and average contextual performance) of shared individual PCF at the team level. Our findings from three studies, representing a total sample of 995 employees and 170 teams, provide support for the study hypotheses. This paper contributes to the psychological contract literature by conceptually and empirically addressing the role of a team context (shared individual PCF) and its impact on individual- and team-level relationships.
... The Psychological Contract is an implicit understanding between employee and employer (Argyris, 1960) and is a relationship that has been developed throughout the career processes where employees have higher productivity and lower grievances in return for acceptable wages and job security (Taylor and Tekleab, 2004). Rousseau (1989) also described the Psychological Contract as an individual's beliefs concerning the mutual obligations that exist between the individual and their employer. ...
Background: There is considerable literature on Psychological Contract Fulfilment and other employee attitudes and behaviours. Similarly, there is increasing literature on well-being at work, the well-being process and short measures of psychosocial concepts. Aims and objectives The first aim of the present study was to develop short measures of employee attitudes and behaviours and validate these by examining associations with longer established measures. The second aim was to examine associations of these short measures with Psychological Contract Fulfilment and aspects of well-being. Methods The study involved an online survey of 166 workers from the USA recruited using Mechanical Turk and delivered using Qualtrics software. The survey included established measures and the newly developed short items. Results There were high correlations between short items and established measures. The short items were associated with Psychological Contract Fulfilment and the well-being variables in the predicted direction. Conclusion The new short items can be used in future multi-variate analyses of the well-being of workers. This will lead to an increase in our knowledge and the development of new models that can be of theoretical and practical significance.
... The Psychological Contract is an implicit understanding between employee and employer (Argyris, 1960) and is a relationship that has been developed throughout the career processes where employees have higher productivity and lower grievances in return for acceptable wages and job security (Taylor and Tekleab, 2004). Rousseau (1989) also described the Psychological Contract as an individual's beliefs concerning the mutual obligations that exist between the individual and their employer. ...
Background: There is considerable literature on Psychological Contract Fulfilment and other employee attitudes and behaviours. Similarly, there is increasing literature on well-being at work, the well-being process and short measures of psychosocial concepts.Aims and objectivesThe first aim of the present study was to develop short measures of employee attitudes and behaviours and validate these by examining associations with longer established measures. The second aim was to examine associations of these short measures with Psychological Contract Fulfilment and aspects of well-being.Methods
The study involved an online survey of 166 workers from the USA recruited using Mechanical Turk and delivered using Qualtrics software. The survey included established measures and the newly developed short items.ResultsThere were high correlations between short items and established measures. The short items were associated with Psychological Contract Fulfilment and the well-being variables in the predicted direction.Conclusion
The new short items can be used in future multi-variate analyses of the well-being of workers. This will lead to an increase in our knowledge and the development of new models that can be of theoretical and practical significance.[KF1] [KF1]NB/ guidelines say that it should be 150 words or less
... The Psychological Contract is an implicit understanding between employee and employer (Argyris, 1960) and is a relationship that has been developed throughout the career processes where employees have higher productivity and lower grievances in return for acceptable wages and job security (Taylor and Tekleab, 2004). Rousseau (1989) also described the Psychological Contract as an individual's beliefs concerning the mutual obligations that exist between the individual and their employer. ...
Background: There is considerable literature on Psychological Contract Fulfilment and other employee attitudes and behaviours. Similarly, there is increasing literature on well-being at work, the well-being process and short measures of psychosocial concepts.Aims and objectivesThe first aim of the present study was to develop short measures of employee attitudes and behaviours and validate these by examining associations with longer established measures. The second aim was to examine associations of these short measures with Psychological Contract Fulfilment and aspects of well-being.Methods
The study involved an online survey of 166 workers from the USA recruited using Mechanical Turk and delivered using Qualtrics software. The survey included established measures and the newly developed short items.ResultsThere were high correlations between short items and established measures. The short items were associated with Psychological Contract Fulfilment and the well-being variables in the predicted direction.Conclusion
The new short items can be used in future multi-variate analyses of the well-being of workers. This will lead to an increase in our knowledge and the development of new models that can be of theoretical and practical significance.[KF1] [KF1]NB/ guidelines say that it should be 150 words or less
... Psychological contract is viewed by Argyis (1960) as an implicit understanding between a group of employees and their foreman and proposed that, the relationship could be developed in such a way that employees would exchange high productivity and lower grievance in return for acceptable wages and job security (Taylor & Tekleab, 2004). Argyis (1960) believed that if there is not too much interference by the organisation with employee groups norms, employees will perform at a higher level and in return would respect the right of the organisation to progress. ...
This paper examined the role of psychological contract on organisational behaviour and organisational commitment. A case study approach of research design was adopted in gathering data from 65 respondents from a public university in Ghana. Stratified random sampling method was employed to group the respondents into strata. Purposive sampling method was then employed to select the respondents for the study. The field data was analysed both quantitatively and qualitatively. Results from the study showed that commitment between employer and employees depend on the fulfilment of the perceived expectations between the two parties. Again, the study pointed out that majority of the employees would leave the organisation if their perceived expectations were not met. The study recommended that aside the written conditions of contract, employees must behave appropriately so that they will get the best from management.
... These changes may be further analyzed using the concept of the psychological employment contract, whose importance has been extensively demonstrated in recent studies (e.g., Shore et al., 2004;Taylor & Tekleab, 2004;Zhao, Wayne, Glibkowski, & Bravo, 2007). The concept was suggested as a part of a framework for understanding employment relationships in terms of mutual expectations by the employer and employees (Rousseau, 1989(Rousseau, , 1995. ...
In this paper, we argue that changes in workplace characteristics over the last few decades may affect work relationships and call for adjustments in the traditional theoretical framework used to understand them. Since the last quarter of the 20th century, there have been theories regarding changes in labor relationships following technological, political, globalization, and economical changes (e.g. Kaufman, 1993; Katz, 1993). However, we examine the changes in light of psychological theories rather than labor or industrial approaches. We review four main areas where social exchange theory (SET) has been implemented, address recent changes that challenge the traditional SET perspective, and propose alternative models. We refer to these models as "hybrid" as they integrate traditional SET premises with new-era workplace characteristics. First, we describe several changes in workplace characteristics. Next, we review some of the most conventional applications of SET to work relationships. Finally, we critically examine whether this theory meets the requirements of work relationships in the new world of work and conclude by arguing that SET needs to be adjusted to reflect the assumption that frequent changes in employee and organizational characteristics in the new workplaces require similar frequent adjustments in exchange relationships.
... The integrated process model in Figure 7.1 provides a plausible way to re-emphasize the roles of needs in underpin psychological contract processes. This addresses the calls to investigate psychological contracts as continuing processes and to integrate psychological needs into psychological contract literature (Conway & Briner, 2009;Meckler et al., 2003;Taylor & Tekleab, 2004). By emphasizing both the need-motive process and the needrequirement process, this model provides two directions for future inquiries: How does the need-motive process shape the formation and breach of psychological contracts? ...
A significant body of empirical work attests to the negative consequences of psychological contract breach for employees and organizations. Two dominant explanations draw on social exchange theory and affective-events theory arguing that breach influences employees’ felt reciprocity and feelings of violation respectively, which in turn influences their contributions at work. However, breach has been found to produce stronger effect on attitudes versus behaviours (Conway & Briner, 2009), suggesting that there is insufficient knowledge about employees’ motivation after the experience of psychological contract breach. Herein lies the starting point of this thesis, which adopts a thwarted psychological need perspective to examine the motivational mechanism between psychological contract breach and employees’ behaviour. The focus on thwarted needs offers an alternative explanatory reason for why psychological contract breach matters, and extends the impact of breach from cognitions and emotions to psychological needs. With three empirical studies, this thesis aims to explore the role of thwarted need to control in understanding how employees’ respond to psychological contract breach. Study 1, a scenario-based experiment, supports the idea that breach can thwart employees’ state of need to control, which can in turn influence their intentions to engage in citizenship behaviours. Study 2 consists of a time-lagged survey with multi-source data of 163 Taiwanese employees in the service industry. The study findings reveal that thwarted need to control mediates the effect of breach on employees’ citizenship behaviours, and that employees’ implicit theories of employee-organization relationship moderates this mediating process. Study 3 consists of a three time-point survey of 124 EMBA Taiwanese employees over a six-month period. Study 3 replicates and extends the findings of study 2 by demonstrating that thwarted need to control provides a unique explanation (beyond established mechanisms such as felt obligation and feelings of violation) to explaining why employees withdraw their citizenship behaviour towards individuals, demonstrating its uniqueness in the aftermath of employees’ breach experience. This thesis expands existing knowledge of why psychological contract breach matters, and discusses the implications and directions for future research.
... Son muchas las razones que justifican el empleo del Contrato Psicológico (Guest, 2004); el menor número de empleados, la exigencia de mayor flexibilidad y la fragmentación de la fuerza laboral, la menor porción de trabajadores cubiertos por los sistemas formales de consulta y negociación, entre otras. Aún a pesar de la falta de consenso en cuanto a su definición (Guest, 1998), que veremos en el próximo apartado, el CP se manifiesta como un ámbito de investigación con un fuerte potencial explicativo de las Relaciones Laborales (Guest, 2004;Shore et al, 2004;Taylor y Tekleab, 2004), además de reconocérsele una gran importancia dentro del lugar de trabajo (Guzzo, Noonan y Elron, 1994;Turnley y Feldman, 1999). ...
... The EVLN model has been singled out by narrative and metaanalytic reviews of PC research as a useful conceptual framework of employee responses to changes in the PC (Rousseau, 1995;Taylor & Tekleab, 2004;Zhao et al., 2007). Employees who are becoming increasingly frustrated and disenchanted with work (as can be the case when perceiving PC breach) may respond to adverse organizational circumstances in various ways. ...
BACKGROUND: The current study explored the relationship between breach of employer obligations, family-work conflict, psychological distress and well-being during Covid-19 unlock phase. OBJECTIVE: The study aimed to understand the breach of how the breach of employer obligation lead to decreased well-being through the family-work conflict and psychological distress during the covid-19 unlock phase. METHODS: The data was collected through structured questionnaire via Google doc from 397 employees across the industries. Snowball sampling was adopted, and SmartPLS 3.0 was used for the structural equation model. RESULTS: Breach of employer obligations are positively affecting family-work conflict. Further, family-work conflict increases the psychological distress, and psychological distress decreases the well-being (life satisfaction and family satisfaction) of the employees. CONCLUSION: The novel contribution of the study is integrating SET, COR and SIP theory during the pandemic situation. The results highlighted meticulous empirical evidence which answers the question of how the unmet expectations cause a detrimental effect on the employees as well as the organizations in this Covid-19 pandemic situation.
Los continuos cambios que caracterizan al mundo del trabajo y las relaciones labora- les en la actualidad modifican de diversas formas las percepciones, las expectativas y las creencias de los trabajadores y los empleadores acerca del contenido y el cumpli- miento de sus relaciones de intercambio. Estas percepciones, expectativas y creencias configuran los contratos psicológicos, los cuales definen el marco de las interaccio- nes entre los individuos y los agentes organizacionales e influyen en sus actitudes, comportamientos y decisiones. Por todo ello, el contrato psicológico constituye un elemento fundamental para la comprensión de los procesos psicosociales implicados en las relaciones laborales.
El libro que se presenta a continuación tiene como objetivo ofrecer una panorámica de la diversidad que caracteriza la reflexión conceptual y la investigación sobre el contrato psicológico realizadas desde varios países de las Américas. Investigadores e investigadoras de Colombia, Puerto Rico, México, Brasil, Canadá y España pre- sentan un conjunto de trabajos teóricos y empíricos que tratan de profundizar en la comprensión de las relaciones empleado-organización en los múltiples contextos de trabajo de los respectivos países. En suma, este libro ofrece por primera vez una panorámica amplia, aunque no exhaustiva, de la investigación sobre el contrato psi- cológico en una selección de países americanos de habla española, inglesa y portu- guesa del sur, centro y norte del continente, y representa una valiosa aportación a la investigación en psicología de las organizaciones y del trabajo en estos contextos.
Palabras clave: contrato psicológico, relaciones laborales, expectativas, creencias, relaciones de intercambio, procesos psicosociales, trabajo.
The continuous changes that characterize the world of work and labor relations today change in various ways the perceptions, expectations and beliefs of workers and employers regarding the content and fulfillment of their commercial relations. Thus, these perceptions, expectations and beliefs configure psychological contracts which define the framework of the interactions between individuals and organizational agents and influence their attitudes, behaviors and decisions as well. That’s why the psychological contract constitutes a fundamental element for understanding the psychosocial processes involved in labor relations. This book aims to offer an overview of the diversity that characterizes the conceptual reflection and research on the psychological contract carried out from various countries in the Americas. Researchers from Colombia, Puerto Rico, Mexico, Brazil, Canada and Spain present a set of theoretical and empirical works that seek to deepen the understanding of employee-organization relations in the multiple labor contexts of their countries. Summarizing, this book offers for the first time a broad, though not exhaustive, overview of psychological contract research in a selection of Spanish, English, and Portuguese-speaking American countries in the south, center, and north of the continent, also represents a valuable contribution to research in organizational and work psychology in those contexts.
Human resources are considered the company’s most valuable resource. For that reason, organizations require a Human Resource Management (HRM) that provides the adequate work force within the new global economy. The psychological contract includes solid agreements between company and its employees, beyond the written contract, specifying their contributions, expectations, beliefs, promises, and obligations between both parties. Their management requires the definition of the concept of psychological contract, the analysis of its main characteristics and contents; and the identification of its stages of development. Electronic Human Resource Management (e-HRM) introduces a way of implementing HRM strategies through Web-based tools, improving the psychological contract management. Information phase, Intranet, and internal electronic mail have an important role in socialization stage. The consolidation of psychological contract (maintenance phase) is favoured by Intranet, business-to-employees, internal electronic mail, database, videoconference, and groupware. Finally, in breach phase, intranet, electronic mail, database, videoconference, and groupware are important E-HRM.
Human resources are considered the company’s most valuable resource. For that reason, organizations require a Human Resource Management (HRM) that provides the adequate work force within the new global economy. The psychological contract includes solid agreements between company and its employees, beyond the written contract, specifying their contributions, expectations, beliefs, promises, and obligations between both parties. Their management requires the definition of the concept of psychological contract, the analysis of its main characteristics and contents; and the identification of its stages of development. Electronic Human Resource Management (e-HRM) introduces a way of implementing HRM strategies through Web-based tools, improving the psychological contract management. Information phase, Intranet, and internal electronic mail have an important role in socialization stage. The consolidation of psychological contract (maintenance phase) is favoured by Intranet, business-to-employees, internal electronic mail, database, videoconference, and groupware. Finally, in breach phase, intranet, electronic mail, database, videoconference, and groupware are important E-HRM.
La coproduction de l'offre avec le client se généralise et particulièrement les formes de participation qui attendent du client une forme d'exécution de tâches et nécessitent des efforts autodirigés. Nous proposons dans cette recherche en cours, d'interroger ce type de coproduction à travers le cadre théorique du contrat psychologique, emprunté au champ des comportements organisationnels. L'analyse de la littérature met en évidence les liens théoriques entre le travail du client et les contrats psychologiques développés dans une relation de subordination de travail, et vient interroger le cadre de la relation de travail avec un client, le management de l'effort client et le processus de cocréation de valeurs sous-jacent. Cette recherche en cours s'achève par une proposition méthodologique et un ensemble de questions associées. Abstract : The co-production of the offer with the client is becoming more widespread and particularly the forms of participation that expect the client to perform tasks in a way that requires self-directed efforts. In this ongoing research, we propose to question this type of co-production La coproduction de l’offre avec le client se généralise et particulièrement les formes de participation qui attendent du client une forme d’exécution de tâches et nécessitent des efforts autodirigés. Nous proposons dans cette recherche en cours, d’interroger ce type de coproduction à travers le cadre théorique du contrat psychologique, emprunté au champ des comportements organisationnels. L’analyse de la littérature met en évidence les liens théoriques entre le travail du client et les contrats psychologiques développés dans une relation de subordination de travail, et vient interroger le cadre de la relation de travail avec un client, le management de l’effort client et le processus de cocréation de valeurs sous-jacent. Cette recherche en cours s’achève par une proposition méthodologique et un ensemble de questions associées.
Purpose
There have been increasing calls to explore the psychological contract from the lens of power. By addressing this gap, the purpose of this paper is to investigate the assumption of mutuality in relation to power dynamics in the employment relationship.
Design/methodology/approach
A total of 43 in-depth interviews are conducted with 6 managerial and 37 non-managerial respondents in three major call center organizations in Pakistan. Template analysis is used to analyze the data.
Findings
By undermining the assumption of implicit mutuality, the analysis reveals indeterminacy, an issue that has been frequently underplayed in the psychological contract research. The results further suggest that – in reality – employability, flexibility and employee training do not promote mutuality to the extent that is theoretically assumed because of the employers’ manipulation of these issues in their own favor.
Research limitations/implications
The focus on call centers limits the generality of findings with further qualitative research needed in other industries to explore how power asymmetries impact upon mutuality in different working environments.
Practical implications
The research implications suggest the significance of timely and explicit communication in order to curtail indeterminacy in the employment relationship. This will not only reduce the development of breach perceptions among employees but will also reinforce their psychological contracts with the organization.
Originality/value
This research contributes by highlighting the significance of mutual dependence rather than mutuality in the psychological contract. The mutual dependence approach efficiently acknowledges the implications of power asymmetries which remain largely under-researched in the psychological contract theory.
This study aims to investigate the correlation between personal adjustment and psychological contract fulfillment. A random sample of customer service centers staff was selected in Telecommunication sector in Egypt. The researcher used the method of self-report to answer the survey and used the descriptive analytical method. The data was collected by surveying customer service employee's opinions. Findings of the study showed a negative relationship between psychological contract violation and social adjustment for the selected sample. This research will be limited to the staff of the customer service centers of the telecommunications companies operating in the Egyptian market in 2017 as well as to test the relationships specified in the research model.
Stress, burnout, mal-être, bien-être, conditions de travail, Risques Psycho Sociaux (RPS), la santé au travail recouvre une multitude de notions. Nous avons choisi dans le cadre de ce travail d’envisager la santé à travers le prisme des ressources et de mobiliser la théorie de la conservation des ressources (COR) de Hobfoll (1989, 1998, 2001). Ses apports majeurs sont d’envisager la santé non plus seulement dans sa dimension pathogénique mais également dans une perspective salutogénique (Abord de Chatillon, 2005 ; Neveu, 2007, 2012 ; Richard, 2012) et d’aborder le phénomène en tant que processus tenant compte à la fois de ses aspects internes et externes. L’enjeu du présent travail est d’analyser plus finement le processus à l’œuvre, à la fois de maintien et de dégradation de la santé au travail dans le contexte spécifique des fonctions publiques territoriale et hospitalière. Depuis plusieurs décennies, ce secteur subit des transformations avec notamment la mise en œuvre d’une démarche de Nouveau Management Public (NMP) et la volonté d’appliquer des modes de gestion privés au public. Cette rationalisation bien que nécessaire économiquement a pour conséquence une intensification du travail qui affectent l’organisation du travail et la santé des agents. Ainsi notre étude qualitative à travers les trois articles qui la constituent défend la thèse suivante : la santé au travail est un processus dynamique auquel concourent l’individu, le collectif et l’organisation qui s’exprime à travers la relation aux ressources. Notre thèse contribue ainsi à identifier de nouvelles ressources organisationnelles, mettre en évidence le mécanisme de sollicitation des ressources et la capacité proactive et résiliente des individus, expliciter le processus de spirale, et confirmer le lien peu exploré entre Nouveau Management Public et stress au travail.
Millennial talents are an important source of competitive advantage in an increasingly digitalized and globalized business environment. However, many employers report challenges related to attracting, managing and especially retaining young talents. Often, individual preferences and needs are not known and(or) sufficiently considered, which creates tensions and increases the risk of losing young talents. We explore Millennials
’ employment expectations
with the anticipatory psychological contract
in two under investigated contexts—Central and Eastern Europe and East Asia. A quantitative research design is used to analyse the features of anticipatory psychological contract
, employing samples of undergraduate business students. Findings reveal that Millennials
prefer balanced types of anticipatory psychological contract
for both employee and employer obligations
, followed by relational and transactional types. The analysis uncovered certain regional differences as well. In addition, potential psychological contract breach
situations are identified for a Slovenian sample when comparing students’ and employers’ expectations. Based on these insights we propose relevant retention strategies and practices for young talent retention
.KeywordsAnticipatory psychological contractsEmployment expectationsMillennialsPsychological contract breachTalent retentionCentral and Eastern EuropeEast Asia
In order to move beyond the existing push/pull framework to understand disengagement, we apply a systematic coding scheme derived from Mayer and colleagues’ integrative model of organizational trust to examine why people leave extremist groups. In doing so, we also rely on in-depth life history interviews with 20 former left and right-wing extremists to examine whether antecedents of distrust vary between the two groups. Findings suggest substantial similarities and important differences between left and right-wing extremists’ decision to leave. In particular, perceptions of poor planning and organization, low-quality personnel and vindictive behavior generate perceptions of organizational distrust and disillusionment. Although findings from the current study are based on a relatively small sample, notable similarities were identified between both groups regarding sources of distrust (e.g., leaders, group members). We also identified differences regarding the role of violence in weakening solidarity and nurturing disillusionment with extremist activities. We conclude this paper with suggestions for future research that extend the study of terrorism and that may have significance for how practitioners address countering violent extremism initiatives.
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