Journal articles on the topic 'Psychological contract process'
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Marković, Mirna. "Korištenje normativnog psihološkog ugovora u funkciji postizanja kvalitetnijeg obrazovnog procesa." Obrazovanje odraslih/Adult Education, no. 2 2015 (2016): 69–100. http://dx.doi.org/10.53617/issn2744-2047.2015.15.2.69.
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Upon entering in each relatively unknown and new context, such as new course, students enter with certain expectations which they may not always be fully aware of. Like the students, the teachers and assistants also generate certain expectations, mostly based on psychological aggregation of past experience. The fact is that especially the implicit expectation of both will somehow shape their behaviour and attitudes about this course. The expectations from both parties usually represent a range of very specific, mostly implicit, expectations that form the basis of the psychological contract. This contract is often defined as a „tacit”agreement between the parties (students and teachers/assistants) on the nature of their exchanges and the way they realize their relationship in the process of teaching. This paper attempts to examine the content of the normative psychological contract that defines the common expectations of students and assistants related to the rights and obligations that implies the role of the student, as wells as the rights and obligations that implies the role of assistants in relation to the student – assistant relationship in one of the teaching courses. The study was conducted on a sample of N = 38 students in the fifth academic year of the Department of Psychology at the Faculty of Philosophy of the University of Sarajevo. The modified nominal group technique was used to collect individual data and achieve a group consensus on the content of the normative psychological contract. In particular, the attention was drawn to the efficient way of collecting and using information about students’ expectations, which can be considered when defining and clarifying mutual expectation on the role of students and teachers/assistants in the educational process. An effort was made to point out on the example of concrete steps the acceptability and applicability of the method in defining the normative psychological contract of any educational group. Finally, the study resulted in a proposal of a Scale for the evaluation of the fulfilment of psychological contract. This scale would be useful to the adult educators in creating of individualized Scale for the evaluation of the fulfilment of psychological contract in a specific educational context.
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Zhao, Xin, Na Fu, Susan Taylor, and Patrick C. Flood. "The dynamic process of customer psychological contracts in a service context." International Journal of Market Research 62, no. 6 (August 20, 2019): 707–24. http://dx.doi.org/10.1177/1470785319867637.
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This study aims to extend our understanding of the customer-service team relationship from a new angle, that is, the customer psychological contract. This study adopts the psychological contract theory, proposes and empirically tests a dynamic process of customer psychological contract with the sales teams. In particular, this study examines the relationships between customer psychological contract breach, violation, and satisfaction. In addition, it identifies sales team exhaustion, and customer past positive experience as the conditions which moderate the link between customer psychological contract breach and violation. Using multisource data collection from matched 263 sales team members with 1,003 customers nested in 88 sales teams, the results from multilevel modeling show that customer psychological contract breach leads to a high level of perceived violation, which in turn reduces customer satisfaction. Although sales team exhaustion amplifies the positive impact of customer psychological contract breach on violation, customer past positive experience diminishes such impact. Overall, this study provides a unique contribution to existing literature on the service organization, psychological contract, and the management of customer and service team interactions.
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Guerrero, Sylvie, and Mickael Naulleau. "What’s Next after Psychological Contract Violation?" Articles 71, no. 4 (January 3, 2017): 639–59. http://dx.doi.org/10.7202/1038526ar.
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This article adopts an in-depth clinical perspective based on the theoretical framework of grief in order to examine individuals’ reactions following psychological contract violation over a period of 12 months. By focusing on emotional intra-psychic phenomena our study provides evidence of the enduring effects of psychological contract violation on individuals and the employment relationship. We conducted a total of 60 interviews among 11 managers of a temporary employment agency that has implemented a series of organizational changes, mainly related to restructuring and downsizing decisions. The 11 managers interviewed have been chosen after having reported in a short survey that they experienced a psychological contract violation at work. Our results indicate that psychological contract violation triggers the subject into a grief process only when violation deprives the individual from a highly invested object at work. In these circumstances, the grief process lasts longer than we originally expected since, over 12 months, we were unable to observe the grief process in its entirety among our participants. We also find that the grief process may be accelerated or stopped according to the capacity of the organization and the individual to offer new objects that satisfy the individual’s needs and thus may help the person mourn the loss experienced as a result of the violation. Finally, our results show that the grief process deeply alters the employment relationship and modifies the amount and intensity of energy that the participants of our study devote to their work.
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Markovic, Mirna. "Uloga interpretacijskog procesa u razvoju emocionalnog odgovora na povredu psihološkog ugovora / The Role of The Interpretation Process in The Development of An Emotional Response to A Psychological Contract Breach." Journal of the Faculty of Philosophy in Sarajevo / Radovi Filozofskog fakulteta u Sarajevu, ISSN 2303-6990 on-line, no. 25 (December 23, 2022): 237–73. http://dx.doi.org/10.46352/23036990.2022.237.
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The psychological contract is a perceived agreement on mutual obligations and resource exchange, which in the academic work context will first be recognized in the relationship between teaching staff and higher education organizations. This is an implicit contract formed based on given or just implied promises, which the parties in the relationship do not have to be fully aware of. However, such a contract will guide their mutual behaviour, and a number of individually and organizationally relevant outcomes will depend on its (un) fulfilment. Since the concept of a psychological contract is relatively new and unexplored in the Bosnian academic context, this paper sought to answer the question: Does the perception of a psychological contract breach lead to an emotional reaction to that breach, and under what conditions? Following the identified problem, the correlation between the perceived breach of the psychological contract and the emotional reaction to the breach, and the moderating influence of the interpretive process (defined through attribution of causes, perception of fairness and perception of organizational politics) on this relationship was examined. The results suggest that in a sample of Bosnian academic staff it is justified to say that the correlation between the perceived psychological contract breach and emotional response to that breach will be stronger if the staff members perceive interactional fairness in the organization to be high. The academic staff’s perception of the presence of political behaviour in the organization, as well as the way they attribute the causes of the psychological contract breach, probably does not have a significant impact on their interpretation of the psychological contract breach.
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McGrath, Michelle L., Lynne J. Millward, and Adrian Banks. "Workplace emotion through a psychological contract lens." Qualitative Research in Organizations and Management: An International Journal 10, no. 3 (September 14, 2015): 206–26. http://dx.doi.org/10.1108/qrom-06-2014-1227.
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Purpose – The purpose of this paper is to identify how psychological contract perceptions are used as a lens through which employees make sense of their workplace emotions. Applying Rousseau’s (1995, 2011) conceptualisation of psychological contracts it examines how the emotions linked to both promise perceptions (broken/exceeded) and regulation are made sense of in relation to perceptions of contract type. Design/methodology/approach – This paper takes a unique perspective into the role perceptions of psychological contract type play in the process of emotional sensemaking using qualitative thematic analysis of 30 in-depth interviews. A range of occupations are represented and all participants worked in a full-time capacity. Findings – The paper identifies how the predominant relationship frame (transactional/relational) is used by employees when making sense of the emotions recalled during specific psychological contract events, as well as the emotions they feel are necessary to regulate while at work. Research limitations/implications – The mean age of the study sample was 26 years, comparatively young in terms of the span of the employment age bracket. Taking a lifespan approach would potentially broaden the understanding of how employees use their predominant relationship frame in the process of emotional sensemaking at different stages of their life and careers. Originality/value – This paper identifies an important work-related cue used in the active regulation of specific emotions whilst at work, contributing to both the psychological contract and emotion literature.
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Costa, Sandra, and Jacqueline Coyle-Shapiro. "What Happens to Others Matters! An Intraindividual Processual Approach to Coworkers’ Psychological Contract Violations." Group & Organization Management 46, no. 2 (February 18, 2021): 153–85. http://dx.doi.org/10.1177/1059601121994016.
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Drawing on recent research highlighting the dynamic and social properties of psychological contracts, we propose a framework that examines socially embedded triggers and their impact on psychological contract change. Our model accounts for the social context in which individuals’ sensemaking process about their employment relationship occurs. The model specifies how individuals make sense of coworkers’ psychological contract violation and integrate that information into the creation of a plausible convergent or divergent account. These accounts have the potential to reinforce or initiate a review of the terms of the individual’s psychological contract schema, or they may leave the schema intact. Research and practical implications of this conceptual framework are discussed.
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Kaulio, Matti A. "A Psychological Contract Perspective on Project Networks." Project Management Journal 49, no. 4 (July 17, 2018): 81–88. http://dx.doi.org/10.1177/8756972818781713.
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A current challenge for project network scholars is to explain “how history matters”; in other words, how past experiences of collaboration between actors in a project network are transformed into an (informal) organizational format that is replicable in future collaborations. How are project networks formed in the first place? By examining a collaboration under formation between two organizations, this article proposes that project networks can be conceptualized as psychological contracts. In this formation process, critical incidents play a key role as they define “items” in the psychological contract; in project network terms, these items define routines for collaboration.
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Dai, Wujun. "An Analysis of Students’ Work Values Education Strategies and Environment Based on Psychological Contract." Journal of Environmental and Public Health 2022 (August 31, 2022): 1–9. http://dx.doi.org/10.1155/2022/4798768.
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An implicit agreement between people and organizations is known as a psychological contract. It represents what each party anticipates from the other in terms of giving and receiving. The psychological contract theory has forced ideological and political educators to adapt their ideas and develop new teaching strategies. The psychological expectations of the educatees can be fully mobilized and the value orientation of both sides tends to be consistent through the creation of a strong psychological contract between the educators on both sides, which will help to increase the efficacy of ideological and political education. There is theoretical and empirical support for the organizational remedy after a psychological contract breach. Student work is intended to meet the individual needs of students or the needs of society, resulting in two completely distinct values, namely, values based on individuals and values based on societies. Students’ work in the new era should be a harmonious blend of personal values and social values. In the study, students’ work values fluctuated about 70% of the time, and psychological contracts had a significant impact on those work values. In the past 50 years, the psychological contract theory has seen the development and refinement of its theoretical framework, the clear definition of its content and organizational principles, the behavior research following psychological contract rupture and breach, the establishment and compensation of psychological contracts, and more. The process of organization management has benefited from the continuous concretization and expansion of its application field as a management theory and method.
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Bankins, Sarah. "A process perspective on psychological contract change: Making sense of, and repairing, psychological contract breach and violation through employee coping actions." Journal of Organizational Behavior 36, no. 8 (April 10, 2015): 1071–95. http://dx.doi.org/10.1002/job.2007.
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Dernowska, Natalia. "Psychological contract and its importance in the organization managing." Scientific Journal of the Military University of Land Forces 201, no. 3 (September 15, 2021): 446–53. http://dx.doi.org/10.5604/01.3001.0015.3397.
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The article addresses psychological contract management in organizations. The issue still seems to be insufficiently researched, especially when considering Polish enterprises. The article aims to define the factors essential for the employee and the employer when concluding a psychological contract already at the stage of the selected company’s recruitment process. The conducted qualitative research allowed for a deeper understanding of the essence of the psychological contract and its distinction between relational and transactional characters. Besides, the research confirmed that it is possible to determine the probability of establishing a specific psychological contract already at the interview stage.
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Marković, Mirna. "Determinants of the Psychological Contract Breach of Academic Staff." Društvene i humanističke studije (Online) 7, no. 3(20) (October 30, 2022): 371–402. http://dx.doi.org/10.51558/2490-3647.2022.7.3.371.
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The traditional model of a university is gradually being metamorphosed into a corporate model that brings forth certain problems, alongside numerous solutions. In such circumstances, establishing and maintaining a culture of trust is the foundation of constructing a positive psychological contract between the organization and its employees. In such circumstances, establishing and maintaining the culture of trust in the academy’s commitment to the traditionally defined mission of building and disseminating knowledge aimed at improving, training, and educating the most important potential of the society – people are the foundation of constructing a positive psychological contract between teachers and higher education institutions. The psychological contract represents mutual expectations that the parties in this relationship do not have to be fully aware of, but which, nevertheless, guide their mutual behavior. It is an implicit agreement between the academic staff and the higher education institution specifying what each party in this relationship expects to offer but also receives in return. Since research on psychological contracts in the academic work environment is very rare, and the concept itself is relatively new and unexplored in the Bosnian context in general, this paper first sought to determine which factors may be related to the violation of psychological contracts in the academic context. The results suggest that a lower organizational performance of the higher education organization, lower academic staff member performance, as well as a lower level of formalization of the process of organizational socialization of newly-hired academic staff, lead to a higher perceived psychological contract breach. Findings also suggest that the implicit communication of the mutual expectations between the faculty/academy and the academic staff leads to a greater perceived psychological contract breach. The paper offers certain recommendations to higher education institutions for the establishment and preservation of a positive psychological contract in the academic context and the prevention of avoidable psychological contract breaches.
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Kasekende, Francis. "Psychological contract, engagement and employee discretionary behaviours." International Journal of Productivity and Performance Management 66, no. 7 (September 11, 2017): 896–913. http://dx.doi.org/10.1108/ijppm-07-2016-0136.
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Purpose The purpose of this paper is to examine the mediation effect of employee engagement on the relationship between employer obligations, employee obligations and state of the psychological contract and employee discretionary behaviours. Design/methodology/approach The empirical data were collected using self-administered questionnaires with 278 participants from 11 commissions and three agencies in the public service in Uganda. The authors used hierarchical regression analysis to investigate the hypotheses. Findings The results indicate that employer obligations, employee obligations and state of the psychological contract were positively related to employee discretionary behaviours. In addition, employee engagement was found to be a partial mediator between employee obligations, employer obligations and state of the psychological contract and discretionary behaviours among for both subordinate and supervisory staffs. Originality/value Since little is known about the process by which public service commissions and agencies in Uganda promote employer obligations, employee obligations and state of the psychological contract on discretionary behaviours, this paper contributes to the literature by examining human resource management practices in a developing country context.
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Anderson, Elizabeth Scott. "The Psychological Contract: A Method for Increasing Student Satisfaction." Journal of Marketing Education 9, no. 2 (June 1987): 25–29. http://dx.doi.org/10.1177/027347538700900205.
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The concept of the psychological contract, or set of expectations implicit in agreements between people, is explained. The contracting process is described in detail, and implications for student satisfaction as reflected on course evaluations are presented.
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Estreder, Yolanda, Inés Tomás, Maria José Chambel, and José Ramos. "Psychological contract and attitudinal outcomes: multilevel mediation model." Personnel Review 48, no. 7 (November 4, 2019): 1685–700. http://dx.doi.org/10.1108/pr-07-2018-0237.
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Purpose The purpose of this paper is to examine the link between employer psychological contract (PC) fulfillment and employee attitudes (job satisfaction, organizational commitment and intention to leave the organization) by using employees’ perceptions of PC violation and organizational justice as serial mediators. Design/methodology/approach Data from 44 managers and 880 employees from 44 Spanish organizations were analyzed through multilevel structural equation modeling. Findings Results showed that employees’ feelings of PC violation and justice perceptions mediated the relationships between the employers’ PC fulfillment assessed by managers and job satisfaction and organizational commitment assessed by employees. The mediation effect was not significant for employees’ intention to leave the organization. Originality/value This study contributes to understand the process through which PC influences work outcomes, outlining the relevance of organizational justice as social exchange theory and PC theory (Guest, 2004) stated. In addition, present results extend the influence of PC on work outcomes from the individual to the organizational level.
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Arasli, Huseyin, Mustafa Cengiz, Hasan Evrim Arici, Nagihan Cakmakoglu Arici, and Furkan Arasli. "The Effect of Abusive Supervision on Organizational Identification: A Moderated Mediation Analysis." Sustainability 13, no. 15 (July 29, 2021): 8468. http://dx.doi.org/10.3390/su13158468.
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This study investigated the effect of abusive supervision on employee organizational identification by analyzing the mediating effect of psychological contract violation. In addition, it explored the moderating role of favoritism in the direct association of abusive supervision and organizational identification and the indirect effect through psychological contract violation. A total of 488 seasonal, immigrant, and part-time employees from family-run hotel organizations were surveyed during the data collection process. By utilizing Hayes’s macro, we found that abusive supervision and psychological contract violation had a significant negative effect on organizational identification. In addition, the results showed that psychological contract violation mediated the effect of abusive supervision on organizational identification and favoritism moderated the effect of abusive supervision on psychological contract violation. The findings highlight the detrimental effects of favoritism and abusive supervision on employee outcomes in the hospitality industry.
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Wang, Xinmei. "Application of Psychological Contract in English Film Appreciation Course." Journal of Language Teaching and Research 8, no. 6 (November 1, 2017): 1217. http://dx.doi.org/10.17507/jltr.0806.25.
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English Film Appreciation Course, as a selective course, has the responsibility of broadening students’ horizon and helping them understand world culture better, but the present situation of this course is that the teachers and students usually take it as a pastime, the culture and students’ psychological reaction are not given enough attention. This paper tries to discuss the construction of English Film Appreciation Course with the help of psychological contract. It also discusses the forming of psychological contract in the teaching process of English film appreciation course, and then puts forward suggestions on the teaching of the course so as to better carry out similar teaching in the future.
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Caldwell, Cam, and Ray Peters. "New employee onboarding – psychological contracts and ethical perspectives." Journal of Management Development 37, no. 1 (February 12, 2018): 27–39. http://dx.doi.org/10.1108/jmd-10-2016-0202.
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Purpose The purpose of this paper is to identify the ethical implications of treating new employees with high consideration and respect for their needs and to explain how this expectation honors the psychological contract between employers and their incoming employees. By providing a specific model for improving the onboarding process, this paper also provides helpful information for practitioners in addressing this important task. Design/methodology/approach The process for onboarding and assimilating new employees in the modern organization is often ineffective – despite the fact that this important task is acknowledged to be vital to the success of those employees and important to their organizations. This conceptual paper addresses the problems of new employee orientation from an ethical and psychological contract perspective and suggests a ten-step model to improve the onboarding process. Findings The paper confirms that onboarding is not done well by organizations, that employees expect that they will be treated with appropriate concern for their interests as part of their assumptions in coming into a new organization, that onboarding new employees is fraught with ethical implications, and that the process can be greatly improved by following the ten-step model provided. Research limitations/implications The paper provides opportunities for practitioners to apply their proposed model and enables scholars to test the impact of incorporating the steps of the ten-step onboarding model. Practical implications Ineffective onboarding has significant ramifications not only for the efficiency of organizations but also for the effectiveness of incoming employees. Understanding the implicit ethical issues in the onboarding process enables organizations to improve the employer-employee relationship and honor their responsibilities to incoming employees. Social implications In a world where trust in leaders and organizations has declined, understanding the implications of the psychological contract expectations of incoming employees and honoring an organization’s obligations to those employees is likely to increase employee trust and commitment while benefiting the organizations that apply the proposed model. Originality/value The topic of onboarding employees has not been fully understood by busy organizations and this paper addresses the ethical and psychological implications of effective onboarding and its contributing value for both the organization and the new employees affected by the onboarding process. The ten-step model provides a useful checklist for human resources staff and for the organizational leaders who oversee them.
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Pant, Jyoti Joshi, and Vijaya Venkateswaran. "Exploring millennial psychological contract expectations across talent segments." Employee Relations: The International Journal 41, no. 4 (June 3, 2019): 773–92. http://dx.doi.org/10.1108/er-04-2018-0096.
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Purpose The purpose of this paper is to identify talent segments within the millennial generation based on performance and intention to stay and differentiate them in terms of their expectations. Based on results, the paper proposes a customized approach to talent management. Design/methodology/approach The paper uses a mixed methodology, including 11 exploratory focus group discussions, followed by a survey involving 1,065 employees from nine information technology and business process management companies. Findings The paper creates a framework of talent segments (performing loyals, performing movers, developing loyals and developing movers) that have different values for the organization. Significant differences are observed in their PC expectations from the manager, PC expectations related to career growth and development and PC expectations related to job and work environment. Research limitations/implications Researchers faced constraints in obtaining actual performance data from the organizations; therefore, a self-perception report of performance was used. Practical implications Organizations’ talent-management strategy must acknowledge and understand the differences in PC expectations of talent segments and offer tailored TM programs for maximum impact. Social implications The paper challenges the old assumption of a uniform psychological contract (PC) that has guided the talent management strategy. Every talent segment has value and must be viewed on continuum rather than a binary construct of “Talent or no talent.” Originality/value This is one of the few studies which explores how the perception of PC expectations differs between talent segments. It contributes to literature on talent segments, PC and the millennial generation.
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Kong, Chui Shan. "The Role of Employee Human Resources Attribution on Developing Psychological Contract and Turnover Intention in Hong Kong." KINERJA 24, no. 2 (September 24, 2020): 221–40. http://dx.doi.org/10.24002/kinerja.v24i2.3697.
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The purpose of the study is to illustrate how the human resources (HR) practices affecting the employee outcomes, this study used the concept from social and behavior science with HR management, which were attribution theory and psychological contract, to show how employees perceived the information differently. It further suggested how the process affected the performance of the employees, which illustrated through presenting their turnover intention in this model. In order to test the model, a quantitative survey was designed and conducted through snowball sampling. Multiple linear regression analysis model was used in this study to examine the data sets and tested the hypotheses. The result of this study showed how employees perceived the information could dramatically affect their reaction, as well as employee outcome. Furthermore, this study suggested that relational and transactional psychological contract was not a distinct concept, which subverted the past research regarding the types of psychological contract. This study could be used in operation management as the managers should pay attention of how they designed the HR practices could directly affect the employee outcomes and productivity. Limited research focused on the process operating in employees mind and the antecedents of psychological contract leading to certain employee outcomes. This study not only filled up the research gap but also presented the employee attribution and psychological contract concept in a complete manner by linking the variables in the model.Keywords: employee attribution, psychological contract, turnover intention, black box theory
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Hai-Ming, Chen, Lan Li-Chi, Chiu Tao-Sheng, and Fang Chen-Ling. "The effects of social responsibility and hypocrisy on the relationship among psychological contract violation, trust and perceived betrayal." International Journal of Conflict Management 31, no. 2 (November 22, 2019): 241–61. http://dx.doi.org/10.1108/ijcma-06-2019-0100.
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Purpose This paper aims to explore the impact of corporate social responsibility and hypocrisy on the relationship among psychological contract violation, trust and perceived betrayal. Design/methodology/approach This study used purposive sampling and selected students in Taiwan as the research participants. The theory of psychological contract violation and consumer awareness process in violation hypocrisy on psychological contract violation were used to investigate the effect of its impact on trust and perceived betrayal. Then, the moderating effect of social responsibility and hypocritical on trust, and the mediating effect of trust between psychological contract violation and perceived betrayal were analyzed. Findings The results indicated that hypocrisy had a significant and negative impact on psychological contract violation toward trust; hypocrisy had a significantly positive impact on psychological contract violation toward perceived betrayal; trust had a significantly negative impact on perceived betrayal; perceived betrayal had a significantly positive impact on both direct and indirect revenges; trust had a mediating effect between hypocrisy toward psychological contract violation and perceived betrayal; and higher hypocrisy would produce a stronger effect through trust on the relationships between hypocrisy toward psychological contract violation and perceived betrayal. Originality/value Perception of consumers would differ whenever there were failures of service recovery occurred; especially, stronger betrayal feeling would be perceived with the companies who emphasized social responsibility and did not carry out what they should do. Research results could be references for companies whom advertising and praising social responsibility.
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Mucun, Li, Zhang Yuting, and Chen Yiwen. "The Effect of Psychological Contract Violation in Employees’ Emotional Labor Strategies—Mediating Model with Regulation." E3S Web of Conferences 251 (2021): 01009. http://dx.doi.org/10.1051/e3sconf/202125101009.
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Emotional labor is the process of regulating expressions and emotions to meet organizational goals, including surface performance and deep performance. Based on psychological contract theory and stress theory, this study investigates the effect of psychological contract breach on emotional labor and the mediating role of job insecurity, which is mediated by personality traits, on this effect.
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Huy, Phuong Tran, Ngan Hoang Vu, Hue Thi Hoang, and Hanh Thi Hai Nguyen. "Procedural Justice in Selection from the Lens of Psychological Contract Theory." Organizacija 53, no. 4 (December 1, 2020): 272–86. http://dx.doi.org/10.2478/orga-2020-0018.
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AbstractBackground and purpose: In recruitment and selection, job applicants do not only base their justice judgment on the actual experience but also compare what happens and what they expect. This study, therefore, investigates applicants’ reaction to procedural justice in recruitment selection through the lens of psychological contract framework. Psychological contract theory highlights the role of expectations, discrepancies between perception and expectation, and perceived contract breach on individual outcomes.Methodology: Two surveys were conducted with job seekers in Vietnam, one before and one after the selection process. Printed questionnaires were administered to job seekers in the first survey, while the second used online survey. Structural Equation Modeling technique was adopted to analyze the data.Results: Data from a sample of 232 job seekers indicated that previous job experience and source of candidates were significantly related to justice expectations. In addition, perceived unmet expectations were found to predict procedural contract breach, which in turn negatively influenced job acceptance intention and recommendation intention.Conclusion: The research highlights the role of unmet justice expectation, the perceived discrepancy between what happened and what was supposed to be, in predicting intention to accept offer and to recommend others. The results suggest that firms should provide updated and official information regarding the selection process to all parties such as internal employees, recruitment agency and job search website to reduce over-expectation.
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Paillé, Pascal, Nicolas Raineri, and Patrick Valeau. "The Effects of the Psychological Contract Among Professional Employees Working in Non-Professional Organizations." Articles 71, no. 3 (October 19, 2016): 521–43. http://dx.doi.org/10.7202/1037663ar.
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Few researchers have sought to examine the consequences of psychological contract breach in the particular case of professional employees working for nonprofessional organizations. To increase our understanding, the purpose of this article was to test an original research model encompassing psychological contract breach, psychological contract violation, perceived organizational support, organizational and professional commitment, and intention to leave the organization. A study was conducted among a sample of 329 professional employees working in nonprofessional organizations. As predicted, this research shows a positive relationship between psychological contract breach and psychological contract violation, a negative relationship between breach and organizational commitment, and a negative relationship between organizational commitment and the intention to leave the organization. However, contrary to expectations, the results indicated that perceived organizational support has no moderating effect on the relationship between breach and violation. This finding does not confirm previous findings from the study by Suazo and Stone-Romero (2011). This unexpected result led to testing a different combination between perceived organizational support and PC-breach and PC-violation, which is documented in the literature on nonprofessional employees. Thus, in accordance with previous results by Suazo (2009), the data from our research indicate that the relationship between PC breach and perceived organizational support is mediated by PC violation. This alternative research model suggests testing a long mediation process by which the breach influences the intention to leave the organization via the violation, the perceived organizational support, and professional and organizational commitment. This long mediation process has been confirmed by our data. Finally, the results of this research suggest that when working in a non-professional context, professional employees tend to react to breaches of the psychological contract in a similar way to non-professional employees.
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van Stormbroek, Rosalie, and Rob Blomme. "Psychological contract as precursor for turnover and self-employment." Management Research Review 40, no. 2 (February 20, 2017): 235–50. http://dx.doi.org/10.1108/mrr-10-2015-0235.
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Purpose The purpose of this paper is to examine the effect of psychological contract (PC) fulfilment and violation on turnover intention and self-employment intentions. Design/methodology/approach A sample of 132 Dutch organizationally employed individuals was used to test the effect of PC fulfilment on turnover intention and self-employment intention. Also, mediation effects of violation on the relation between PC fulfilment and turnover intention and its effect on the relation between PC fulfilment and self-employment intention were examined. Findings Consistent with existing literature, the results show that lower ratings for PC fulfilment and feelings of violation of this contract can explain intentions to leave. Moreover, the results demonstrate that lower ratings for PC fulfilment are also related to self-employment intentions. This relationship is partly mediated by turnover intentions. Research limitations/implications This research measured intention to turnover, thus not the actual turnover. In addition, self-employment was measured by means of a self-designed scale. Practical implications Managing the PC is a delicate but crucial process to prevent valuable employees from leaving the organization. Originality/value The paper contributes to the literature on PC fulfilment and employee attitude. In addition, little is known about the influence of PC fulfilment on an employee’s intention to pursue self-employment.
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Ishtiaq, Maria, and Maira Zeb. "Psychological Contract and Employee Engagement; The Mediating role of Job-Stress, evidence from Pakistan." Business & Economic Review 12, no. 2 (June 10, 2020): 83–108. http://dx.doi.org/10.22547/ber/12.2.4.
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This study has been conducted to examine the influence of the type of psychological contract on employee engagement by taking job-stress as a mediator. For this purpose, data were collected from three hundred and seventeen managers and officers working in seventeen private-sector commercial banks in Peshawar through a highly structured questionnaire. Statistical Package for Social Sciences version 16 was used for data analysis. In the first phase, descriptive statistics were used to find out the type of psychological contract of the respondents, their engagement level and the level of occupational stress. In the second phase, correlation and simple linear regression were used to study the impact of psychological contract on employee engagement. Similarly Process Macro was used for the mediation analysis. Findings indicate that the employees formed a strong psychological contract with their employer, and were actively engaged while experiencing a moderate level of job-stress. Furthermore, it was confirmed that a strong psychological contract has a significant positive influence on employee engagement. The study, however, did not find any evidence in support of the mediating role of job-stress for the given sample.
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Peyrat-Guillard, Dominique. "Union Discourse and Perceived Violation of Contract." Articles 63, no. 3 (October 14, 2008): 479–501. http://dx.doi.org/10.7202/019098ar.
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This article proposes a study of the violation of contract process through a case study. The study is based on a discourse of the union, SUD Michelin, which is contrasted both with those of another union, the CFE-CGC Michelin and of the senior management of the corporation. The results highlight the possibility of applying Morrison and Robinson’s (1997) Psychological Contract Violation model at the social contract level. The emotional reactions appearing in the literature, which are associated with contract violations, can be seen in the union discourse of the SUD. The other union does not perceive any breach of contract. These differences may be attributed to the very nature of social contracts—relational in the first case, and more balanced in the second.
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Liao, Shu-Hsien, and Chih-Chiang Chen. "Leader-member exchange and employee creativity." Leadership & Organization Development Journal 39, no. 3 (May 8, 2018): 419–35. http://dx.doi.org/10.1108/lodj-05-2017-0129.
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Purpose The purpose of this paper is to test the mediating role of LMX in the relationship between knowledge sharing and employee creativity and the extent to which this mediating role is moderated by transactional psychological contract. Design/methodology/approach A total of 286 employees working at the theme park in Taiwan and then analyzed using a structuring equation model with SPSS 12.0, LISREL 8.8 and SPSS PROCESS. Findings Results suggested that LMX mediated the relationship between knowledge sharing and employee creativity. Also, results suggested that transactional psychological contract moderated this mediating pathway: low transactional psychological contract increases the mediating role of LMX. Furthermore, the study showed that LMX can buffer the negative effects of transactional psychological contract on employee creative performance. Originality/value The originality of this study is to explore whether there is a moderated mediation model relationship among research variables and contributed to the LMX literature because there are few studies to discuss how knowledge sharing might stimulate creative outcome through LMX.
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Yan, Shimei, and Yaodong Zhu. "Impact of Psychological Contract Violation on Interpersonal Trust During Mergers and Acquisitions." Social Behavior and Personality: an international journal 41, no. 3 (April 1, 2013): 487–95. http://dx.doi.org/10.2224/sbp.2013.41.3.487.
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We explored the relationship between knowledge workers' perceptions of psychological contract violation and their interpersonal trust during mergers and acquisitions (M&As) to determine whether or not perceived commitment human resource (HR) practices can moderate the relationship between psychological contract violation and interpersonal trust. We collected 210 questionnaire responses from enterprises that were in the process of M&As in China, and structural equation modeling and regression analyses were used to analyze the data. We found that in certain contexts organizational trust (or distrust) can transfer to interpersonal trust (or distrust). This issue merits further discussion.
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El Hail, Si Mohamed, and Arman Zhalitov. "Psychological Contract: A New Dimension in Preventing Corrupt Behaviour in Customs." Global Trade and Customs Journal 16, Issue 9 (September 1, 2021): 407–18. http://dx.doi.org/10.54648/gtcj2021046.
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The fight against corruption in the Customs environment is a major challenge for many countries. It is important to highlight the commendable efforts that have been made by Customs through the implementation of anti-corruption programmes. However, it is difficult to identify cases where these efforts have yielded a positive return on investment. This is partly because they are not sufficient to foster a process of organizational, cultural and behavioural change conducive to Customs integrity. As corruption ultimately results from decisions made by individuals, an understanding of human behaviour is of paramount importance. Behavioural insights that help us understand corruption and make integrity-promoting measures more effective should be applied in consultation with Customs practitioners in the development of workable anti-corruption strategies. Through this article, we aim to explore a new approach (Although previous research studies have examined the effect of the psychological contract on promoting behavioural change in employees at work (e.g., Conway & Briner, 2005; Coyle-Shapiro, 2002; Van de Ven, 2012; etc.), to the best of our knowledge, there has not been any research directly investigating the link between the psychological contract and corruption behaviour in the Customs working environment.) to corruption prevention from the perspective of the psychological contract as a cognitive concept, one that is measurable and that forms the foundations of the employment relationship. This can help to assess the ‘emotional distance’ between the employee and the employer in any given Customs administration, and can thus assist in analysing measures of the level of trust, reciprocity and integrity exhibited by Customs employees in relation to the organization. This article aims to discuss the value of the concept of the psychological contract and, more specifically, the consequences of contract violation in understanding and combating the phenomenon of corruption in the Customs environment. Behavioural insights, psychological contract, psychological contract violation, corruption in Customs, integrity in Customs
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Ребрилова, Елена Сергеевна. "FEATURES OF PSYCHOLOGICAL CONTRACT OF LABOR SUBJECTS OF NETWORK ORGANIZATIONS." Вестник Тверского государственного университета. Серия: Педагогика и психология, no. 3(56) (October 18, 2021): 32–41. http://dx.doi.org/10.26456/vtpsyped/2021.3.032.
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Описана актуальность исследования психологического контракта субъектов труда на современном этапе развития рынка, организации трудового процесса и управления в условиях цифровой трансформации общества, перехода многих компаний традиционного типа на интернет-платформы. Рассмотрены подходы к исследованию сетевых форм ведения бизнеса, описаны особенности организаций сетевого типа в сравнении с традиционными компаниями. Представлены результаты пилотажного, эмпирического, сравнительного исследования имплицитного соглашения субъектов труда сетевой и традиционной компаний и результатов ранних исследований компаний традиционного типа (период с 2010-го по 2019 годы) с современными данными. Рассмотрены перспективы исследования психологического контракта в организациях сетевого типа. The article describes the relevance of the study of the psychological contract of labor subjects at the present stage of market development, the organization of the labor process and management in the context of the digital transformation of society, the transition of many traditional companies to Internet platforms. Approaches to the study of network forms of doing business are considered, the features of network-type organizations in comparison with traditional companies are described. The article presents the results of a pilot, empirical, comparative study of the implicit agreement of labor subjects of network and traditional companies, and the results of early studies of companies of the traditional type (from 2010 to 2019) with modern data. The prospects for the study of the psychological contract in organizations of a network type are considered.
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Zhu, Shaoying, Yuxin Wu, and Qian Shen. "How Environmental Knowledge and Green Values Affect the Relationship between Green Human Resource Management and Employees’ Green Behavior: From the Perspective of Emission Reduction." Processes 10, no. 1 (December 25, 2021): 38. http://dx.doi.org/10.3390/pr10010038.
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Green human resource management (GHRM) determines the green behavior practice of employees and affects the social environment and the realization of “Beautiful China” and “Green Development”. In this study, to explore the impact mechanism of GHRM on employees’ green behavior, employees at all levels in an enterprise were selected to be research subjects and a regulated intermediary model was established, based on social exchange theory and the individual-environment matching theory. This paper investigated the enterprise’s GHRM, personal green behavior, relational psychological contract, environmental knowledge and green values. The results show that GHRM has a significant positive predictive effect on employees’ green behavior, the relational psychological contract plays an intermediary role between GHRM and employees’ green behavior and the intermediary role of the relational psychological contract is regulated by environmental knowledge and green values. These research results explain the relationship between GHRM and employees’ green behavior and provide an important basis for enterprises to implement GHRM practice and promote employees’ green behavior.
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Sverdrup, Therese E., and Inger G. Stensaker. "Restoring trust in the context of strategic change." Strategic Organization 16, no. 4 (November 7, 2017): 401–28. http://dx.doi.org/10.1177/1476127017739843.
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The strategic change literature underscores the risk of loss of trust during change but does not address how trust can be restored once compromised. We conduct an inductive longitudinal study of an organization undergoing post-merger integration and examine how management worked to restore employee trust after a conflictual change process. We introduce the psychological contract perspective, which emphasizes relational explanations for loss of trust. We show that repairing trust can be conceptualized as a renegotiation of the psychological contract and develop a three-stage model of trust repair. In contrast to extant models of trust restoration, which emphasize diagnosis, explanation, penance, and reform, our model attends to relational dynamics that may emerge in the context of organizational change, with heightened uncertainty and ambiguity, and highlights the importance of restoring balance and renegotiating the contractual basis of the relationship.
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Perera, Hasuli Kumarika, Yin Teng Chew, and Ingrid Nielsen. "A qualitative study of expatriates’ perceptions of and process of responses to psychological contract breach." International Journal of Human Resource Management 29, no. 8 (November 14, 2016): 1454–84. http://dx.doi.org/10.1080/09585192.2016.1244101.
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Du, Yuexin, and Hui Liu. "Analysis of the Influence of Psychological Contract on Employee Safety Behaviors against COVID-19." International Journal of Environmental Research and Public Health 17, no. 18 (September 16, 2020): 6747. http://dx.doi.org/10.3390/ijerph17186747.
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This study explored the influencing factors of safety behavior from the perspective of employees, studied the mechanism of the psychological contract on employees’ safety behavior in the context of the Chinese epidemic situation, tested the mediating role of job burnout and perceived insider status in the process of work resumption, and provided preventive suggestions for combating the global spread of COVID-19. A questionnaire survey was utilized to collect data and, combined with the necessary protective measures taken for employees in China, was used to modify the mature safety behavior scale. Finally, through the analysis of 402 employees’ questionnaires, the hypotheses were verified; that is, in the process of Chinese enterprises returning to work to cope with COVID-19, the psychological contract has a positive role in promoting employees’ safety behavior, while job burnout plays a weakened mediating role, and perceived insider status plays a strengthening mediating role. The psychological contract negatively affects job burnout but positively affects perceived insider status. Job burnout negatively affects employees’ safety behavior, but perceived insider status positively affects employees’ safety behavior. The results show that employees’ conscious participation in safety behavior plays an irreplaceable role in the prevention of COVID-19 and safety of work resumption.
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Liang, Huai-Liang. "Façade Creation and Workplace Bullying: A Mediated Moderation Model." SAGE Open 12, no. 4 (October 2022): 215824402211312. http://dx.doi.org/10.1177/21582440221131211.
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This study examines the buffering role of a psychological contract breach in the process leading from façade creation (i.e., suppressing one’s own values and pretending to hold organization values) to workplace bullying through leader–member exchange (LMX). This study predicts that façade creation, particularly when the level of psychological contract breach is high, produces high LMX, which reduces bullying in the workplace. In total, 302 employee–employer dyads (265 males, 37 females; average age 46.07 years) from a large bank in Taiwan were surveyed. Surveys were conducted at two time points for employees and at one time point for their employers who volunteered. The findings of this study found significant relationships between facades of conformity and workplace bullying. This study further found that LMX mediates the relationship between façade creation and workplace bullying and demonstrate that a perceived breach of psychological contract moderates this mediating pathway. Strong psychological contract breach increases the relationship between façade creation and LMX. A time-lag design of two time periods and two different sources (i.e., employers and employees) were utilized to diminish common method variables (CMV) in this study. Implications and directions for future study are discussed.
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Rogozińska-Pawełczyk, Anna. "The high-performance HRM systems in shaping employee performance – an analysis into the mediating effect of the psychological contract based on organisations in Central Poland." Journal of East European Management Studies 25, no. 3 (2020): 581–601. http://dx.doi.org/10.5771/0949-6181-2020-3-581.
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This paper uses independent and intermediate variables (individual and organisational) to study employee performance. It was prepared based on a literature review and a study of relations between the high-performance systems (the main predictor) and employee performance (composed of their behaviours and performance) mediated by the fulfilment of psychological contract. The research showed that the high-performance HRM systems (consisting of content, process and climate) directly and indirectly influence employee performance through the mediating effect of the psychological contract setting out the obligations of employers and employees towards each other.
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Tran Huy, Phuong, and Kiyoshi Takahashi. "Determinants of psychological contract breach: an empirical study of Vietnamese employees." Management Research Review 41, no. 1 (January 15, 2018): 29–45. http://dx.doi.org/10.1108/mrr-11-2016-0244.
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Purpose This study aims to verify the entire process of psychological contract breach (PCB). It investigates organizational variables such as organizational performance, previous employee performance, participative performance appraisal systems and leader power as the antecedents of perceived unfulfilled promises. It then examines whether perceived failure to fulfill contracts leads to the perception of PCB, and the possible moderating impacts of perceived self-fulfillment and individual differences on the relationship. Design/methodology/approach The current study uses cross-sectional design. Data have been collected from 364 full-time employees who enrolled in evening MBA courses in Vietnamese universities. Multiple regression and moderation analyses were used. Findings Participative performance appraisal, past performance, perception of leader’s power and overall organizational performance influenced perceived failure to fulfill promises, which contributed to contract breach. Furthermore, perceived self-fulfillment, equity sensitivity and self-esteem moderated the relationship between perceived failure to fulfill promises and PCB. Research limitations/implications The limitations of the study include a sampling technique which only focuses on MBA students, and cross-sectional research design. Practical implications The study confirms the role of individual traits in the PCB development. Vietnamese companies should collect information concerning employees’ personalities to focus on fulfilling promises that matter most to each type of employees. Originality/value The study distinguishes between perception of unmet promises and PCB. Furthermore, the moderating impacts of perceived self-fulfillment on the relationship between unmet promises and breach were examined.
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Jamshaid, Namra, and Sadia Arshad. "Suffering Silence While Exposed to Workplace Bullying: The Role of Psychological Contract Violation, Benevolent Behavior and Positive Psychological Capital." Journal of Applied Economics and Business Studies 4, no. 4 (December 31, 2020): 15–54. http://dx.doi.org/10.34260/jaebs.442.
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Becoming impediment to organizational functioning in several ways, the prevalence of workplace bullying costs much to organizations. As in the current transition phase of Pakistan, the intentions to leave doesn’t manifest in actual turnover rates. Hence the current study is conducted to analyze the passive coping strategies of employees in the face of workplace bullying. It is theorized that the relationship is mediated by psychological contract violation. Moreover, it is predicted that the process of mediation is stronger for individuals who report high levels of benevolent behavior and perceives psychological capital to be low. Data is collected from 359 young doctors and nurses of three government administered hospitals. Results indicate a significant bullying-silence relationship where psychological contract violation plays a role of partial mediator. Moreover, benevolence and PsyCap are powerful moderators to alter the already established relationship. Conclusions of the current study are further elaborated in terms of their practical contribution and future directions. Workplace bullying is an organizational reality. Hence efforts to make an entire bullying-free environment is next to impossible. So, in addition to make an effort in ending up this maltreatment, managers must limit its consequences by understanding its dynamics. Reduce the bullying culture and save precious resources i.e. potential employees.
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Dogar, Muhammad Nadeem. "Breach of psychological contract: impact on workforce motivation and organizational sustainability." Emerald Emerging Markets Case Studies 10, no. 1 (January 2, 2020): 1–20. http://dx.doi.org/10.1108/eemcs-01-2019-0005.
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Learning outcomes This case study aims to expect the following learning outcomes. A better understanding of the nature of a psychological contract being developed by employees in non-profit organizations, especially working in the areas of social development and the impact of this contract on employee commitment. Enhanced understanding of conflict of interest (personal versus public) in social development organizations and its implications. Identification of issues of task conflict versus interpersonal conflict and its impact on organizational functions. Identification of dynamics of exclusion of internal stakeholders from organizational strategic decision-making process along with its impact on organizational performance and sustainability. Devising a mechanism to avoid such conflicts in social development organizations, in particular, and organizations in general. Case overview/synopsis This case highlights five issues as follows: it identifies and discusses conflict of interest between privileged class possessing decision-making positions in the board of directors and implementers working at the grassroots level at ANMOL (a non-governmental organization working for poor girls education in Baluchistan-hub of China–Pakistan Economic Corridor); it discusses the basis for formulation of psychological contracts and impact of its violation on stakeholder’s commitment and motivation; it discusses the implications of difference of opinion of both stakeholders regarding organizational vision and possible drawbacks of converting task conflict into interpersonal conflict on individuals, organization and end-users; it explores implications of exclusion of key stakeholders from organizational decision-making and its impact on organizational smooth working and sustainability; and it suggests a mechanism to avoid conversion of task conflict into interpersonal conflict and smooth functioning of an organization. Hence, this case discusses theories of conflict of interest between top-leadership and workforce, psychological contract and implications of its breach on employee motivation and organizational sustainability in the context of social development organizations. Complexity academic level This case provides sufficient material to be discussed at master level courses (management sciences – master of business administration (MBA) level) such as human resource management (dynamics of psychological contract and conflict resolution), leadership and change management in social development organizations (social enterprises). Supplementary materials Teaching Notes are available for educators only. Subject code CSS 7: Management Science.
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K.E., Korir, Kemboi A., and Bonuke R. "Psychological Contract Violation and Workplace Deviance: The Mediating Effect of Turnover Intention." British Journal of Management and Marketing Studies 5, no. 3 (November 23, 2022): 98–115. http://dx.doi.org/10.52589/bjmms-49im12wm.
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This study analyzed the mediating effect of turnover intention (TI) on the relationship between psychological contract violation (PCV) and workplace deviance (WPD), the effects of PCV on TI, and TI on WPD. Explanatory research design was used employing stratified random sampling techniques to collect data from 443 employees of Agriculture and Food Authority Directorates in Kenya. Self-administered structured questionnaires anchored on 7-point Likert scale were used to collect data. Reliability and validity of the research instrument were tested using Cronbach Alpha and Factor Analysis respectively. Regression based Hayes Process Macro model 4 was used to test the mediation effect. The results of the study showed a negative but significant mediation effect of TI on the relationship between PCV and WPD. In addition, the study established that PCV has an influence on TI, and TI also influences WPD. The findings of the study accentuate the need for the human resource managers in public organizations to delve into the problem of turnover intention and come up with appropriate mitigation strategies, so as to reduce the drawback of workplace deviance. This study contributes to the theoretical knowledge base of WPD by including TI as a mediator. It also adds into the literature of psychological contract and the social exchange theories.
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Pant, Jyoti Joshi, and Vijaya Venkateswaran. "Is diversity debate farfetched? Psychological contract expectations, performance and intention to stay." Equality, Diversity and Inclusion: An International Journal 39, no. 6 (July 2, 2020): 641–66. http://dx.doi.org/10.1108/edi-09-2018-0158.
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PurposeThe purpose of the study is to understand whether psychological contract (PC) expectations manifest differently for diversity clusters of gender, physical disability and region in relation to job performance and intention to stay.Design/methodology/approachIt is a survey-based study. Data from 1,065 information technology and business process management professionals were analysed using partial least square based structural equation model (PLS-SEM) and multigroup analysis.FindingsThe met PC expectations related to career growth and development impact performance and are influenced by regional diversity. The met PC expectations related to job and work environment impact the intention to stay. Gender and physical disability do not influence any relationship.Research limitations/implicationsThe findings related to physical disability are based on a small sample of 60 employees. This could be reflective of their actual participation in the workplace.Practical implicationsNo significant differences were found between men and women employees with/without physically disability. However, regional diversity creates significant differences. Diversity policies should reckon these similarities/differences while viewing requirements of job performance and determinants of intention to stay.Social implicationsOne needs to be careful while assuming diversity as a heterogeneous phenomenon. The reality could reflect both differences and similarities. Diverse employee groups having a common set of expectations is a socially positive evolution connoting better social integration.Originality/valueThis article is one of the first to research the influence of gender, physical disability and regional diversity on PC and its outcomes in India. Regional diversity has not been studied based on this framework and this adds to the body of knowledge.
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AHMAD, Mohamad Irwan, Kirsty FIRMAN, Hugo SMITH, and Andrew SMITH. "SHORT MEASURES OF ORGANISATIONAL COMMITMENT, CITIZENSHIP BEHAVIOUR AND OTHER EMPLOYEE ATTITUDES AND BEHAVIOURS: ASSOCIATIONS WITH WELL-BEING." Business & Management Studies: An International Journal 6, no. 3 (November 29, 2018): 516–50. http://dx.doi.org/10.15295/bmij.v6i3.391.
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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.MethodsThe 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.ConclusionThe 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
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Luo, Qi, and Kun Lu. "Psychological Contract of Buyer-Supplier Relationships in Construction Projects: An Analysis Based on Game Theory." Complexity 2021 (April 12, 2021): 1–12. http://dx.doi.org/10.1155/2021/9994318.
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Expect for formal contracts, there are informally unwritten psychological contracts (PC) in the relationship between buyer and supplier for construction projects. The PC can affect the construction project performance and even cause project failure, but its process and formation are complex and not comprehensive in existing researches. This paper analyzes the PC between buyer and supplier by using evolutionary game and repeated game to tackle this gap. The results show the following: (1) the goodwill and interest have an important impact on PC fulfillment. (2) The PC is vulnerable; for example, once either one fails to perform PC, the other will also destroy PC, and then the construction project will enter a vicious circle. (3) In the process of repeated game, the effect of goodwill will gradually disappear, and the interest will play a major role. (4) If the project performance is only linked to one participant, it will lead to breach from another player. Some measures may help both sides to complete PC, such as making both sides profitable, increasing the emphasis on business reputation, and improving the relevance of construction projects performance.
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Jha, Jatinder Kumar, Jatin Pandey, and Biju Varkkey. "Examining the role of perceived investment in employees’ development on work-engagement of liquid knowledge workers." Journal of Global Operations and Strategic Sourcing 12, no. 2 (June 17, 2019): 225–45. http://dx.doi.org/10.1108/jgoss-08-2017-0026.
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PurposeThis paper aims to examine the relationship between perceived investments in employees’ development (PIED) on work engagement and the moderating effects of psychological capital on this relationship for liquid knowledge workers, employed in the Indian cutting and polishing of diamond industry (CPD).Design/methodology/approachA questionnaire composed of established scales was administered to 134 liquid knowledge workers. Having established convergent and discriminant validity using structural equation modelling, the model was further analysed using the Process macro to check for direct and moderating effects.FindingsThe research findings suggest that the perceived investment in employee development and psychological contract enhancement (relational and transactional) made by CPD units for liquid knowledge workers positively influenced their work engagement level. The study also finds that relational contract (not transactional contract) positively moderates the relationship between perceived investment in employee development and work engagement.Research limitations/implicationsThis is a cross-sectional single source study; future studies could look at longitudinal and multisource perspective.Practical implicationsThe study presents a “star matrix of engagement” that guides the application of the two strategies of perceived employee development and psychological contract enhancement for liquid knowledge workers. This has implications for design and implementation of human resource management practices and policies for employee management.Originality/valueThe study makes significant contributions to existing literature on antecedents of work engagement of liquid knowledge workers by examining the direct and moderating influences.
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Jing, Runtian, Jia Lin Xie, and Jing Ning. "Commitment to organizational change in a Chinese context." Journal of Managerial Psychology 29, no. 8 (November 4, 2014): 1098–114. http://dx.doi.org/10.1108/jmp-08-2011-0042.
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Purpose – The purpose of this paper is to examine the antecedents (psychological contract and perceived reasons for change) and consequences (work behaviors and well-being) of employees’ commitment to organizational change. Design/methodology/approach – The authors developed a conceptual model of the antecedents and consequences of commitment to organizational change. In Study 1, based on interviews, the authors developed an instrument to measure the construct “reasons for change.” In Study 2, the authors collected questionnaire data from 228 employees of a Chinese telecom company undergoing organizational changes and tested the conceptual model using structural equation modeling. Findings – The results showed that the strength of a relational contract (one form of psychological contract) was positively related to normative commitment to change and negatively related to continuance commitment to change. External reasons for change were positively related to affective and normative commitment to change, whereas internal reasons for change were negatively related to affective commitment to change and positively related to continuance commitment to change. Affective commitment was negatively related to exit and aggressive voice. Continuance commitment was positively related to emotional exhaustion, and normative commitment was negatively related to emotional exhaustion. Research limitations/implications – The single-source cross-sectional design limits the robustness of the conclusions drawn from the findings. Two promising avenues were opened for further research: the interaction of employees’ commitment to change at different levels and the process of social construction of perceived reasons for change. Practical implications – To facilitate employee commitment to change, organizations should cultivate relational contracts with their employees and attend to the “framing effects” of employees’ perceptions of reasons for change. Social implications – This study contributes to the understanding of the relationship between employer-employee relations and employee well-being in Chinese society. It suggests that healthy employer-employee relations are beneficial for employee well-being. Moreover, Chinese firms should pay more attention to the changes occurring inside and outside their organizations, which are related to the psychological health of their employees. Originality/value – The study highlights the importance of relational contracts between an organization and its employees during organizational change process. Moreover, it is among the first to examine the relationship between employees’ perceived reasons for change and their commitment to change.
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Abela, Franklin, and Manwel Debono. "The Relationship Between Psychological Contract Breach and Job-Related Attitudes Within a Manufacturing Plant." SAGE Open 9, no. 1 (January 2019): 215824401882217. http://dx.doi.org/10.1177/2158244018822179.
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This study investigates the relationship between psychological contract breach (PCB) and three employee attitudes, namely organizational citizenship behavior (OCB), trust in the organization, and intention to leave the job. The study was carried out in an industrial plant in the chemical sector situated in Malta, which was in the process of a takeover from a multinational. Survey data were collected from 258 employees, representing 47% of the workforce in the plant. Results indicate that PCB is negatively related to trust and positively related to the intention to leave the job. The negative relationship between PCB and trust is stronger among female employees. On the other hand, the positive relation between PCB and intention to leave the job is strongest among workers with longer tenure. PCB is only moderately related to OCB among female workers. A number of conceptual and managerial implications are highlighted.
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Li, Hu, Zhiyu Feng, Chunlin Liu, and Dejun Cheng. "The impact of relative leader-member exchange on employees' work behaviors as mediated by psychological contract fulfillment." Social Behavior and Personality: an international journal 42, no. 1 (February 15, 2014): 79–88. http://dx.doi.org/10.2224/sbp.2014.42.1.79.
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Relative leader-member exchange (RLMX) is a reflection of the social comparison process, and employees go through a process of social exchange when they display specific behaviors and attitudes in their workplace role, with psychological contract (PC) fulfillment playing a mediating role between these 2 social processes. We conducted a survey to analyze paired leader-staff samples in 39 bank branches in order to examine the influence of RLMX on employees' work behaviors and the mechanism that operates between these 2 factors. The results showed that RLMX affected employee task performance and innovative behavior, and that PC fulfillment played a full mediating role in this relationship.
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Cohen, Aaron, and Liat Blecher. "The Relationship between Social Exchange Variables and In-Role Performance, Organizational Citizenship Behavior, and Commitment: Evidence from Israeli Community Centers." International Journal of Psychological Studies 14, no. 1 (February 25, 2022): 74. http://dx.doi.org/10.5539/ijps.v14n1p74.
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Community centers provide invaluable services for local communities worldwide. This study examines the relationships between social exchange variables (affection toward supervisors, job satisfaction, distributive justice, and psychological contract violation) and in-role performance, organizational citizenship behavior (OCB), and commitment forms (community center, job, and the local community). The target population consisted of employees from 24 community centers working for national nonprofit organizations in Israel. A total of 176 questionnaires were distributed, and 129 employees returned usable questionnaires (a response rate of 73%). Supervisors provided information on in-role performance and OCB. The findings show that affection toward supervisors has a strong positive relationship with the three investigated commitment forms and altruistic OCB. Further, psychological contract violation has a negative relationship with in-role performance and OCB. Therefore, we conclude that the process of social exchange represents an important mechanism for increasing in-role performance, OCB, and commitment.
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Akhtar, Muhammad Naseer, Matthijs Bal, and Lirong Long. "Exit, voice, loyalty, and neglect reactions to frequency of change, and impact of change." Employee Relations 38, no. 4 (June 6, 2016): 536–62. http://dx.doi.org/10.1108/er-03-2015-0048.
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Purpose – The purpose of this paper is to examine how frequency of change (FC) in organizations and impact of change (IC) influence the employee behaviors, i.e. exit, voice, loyalty, and neglect (EVLN) through psychological contract fulfillment (PCF) as a mediator. The moderating role of successful past changes (SPC) is also assessed with direct and indirect relations of FC, and IC alongside employees’ behaviors. Design/methodology/approach – Hypotheses were tested among a sample of 398 financial services-oriented non-managerial-level employees in Pakistan. Bootstrapped moderated mediation analyses (using PROCESS macro) were conducted to test the main and moderated mediation effects. The authors ran series of confirmatory factor analyses to validate the distinctiveness of variables and their items in this study. Findings – The results largely supported the hypotheses. Findings showed that FC is negatively related to loyalty but positively related to exit, voice, and neglect behaviors via contract fulfillment. IC is also found to have negatively related to loyalty but positively related to exit, voice, and neglect via PCF. SPC was found to moderate the relation between FC, IC, and contract fulfillment, as well as the indirect relationship with exit, voice, and neglect through contract fulfillment and negatively between FC, IC, and loyalty through contract fulfillment. The authors found direct interaction effects of FC via SPC in relation to exit and loyalty and also found direct interaction effects of IC via SPC to exit, voice, and loyalty. Research limitations/implications – The use of cross-sectional research design does not allow conclusions with respect to causality. The most important implication of the study is that employee behaviors following organizational change can best be understood via a psychological contract framework. A future suggestion is to include more organizations based on longitudinal research design with focus on both employee and employer perspective. Practical implications – This study highlights the importance of employees’ behavioral responses and their sensemaking of PCF in a post-organizational change period. Originality/value – This study empirically investigated the effects of FC, and IC on fulfillment of psychological contract and behavioral responses of employees using a sample of non-managerial employees, and provides new insights into employee behaviors following organizational changes.
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Владислава Швець. "WEAVING THERAPY AS A METHOD OF PSYCHOLOGICAL ACCOMPANYING OF PERSONS WITH SIGNS OF POST-TRAUMATIC STRESS DISORDER." Social work and social education, no. 5 (December 23, 2020): 100–125. http://dx.doi.org/10.31499/2618-0715.5.2020.220788.
Full textAbstract:
The article considers weaving therapy as a means of developing mental operations of the individual, a way to distinguish between causal relationships in the individual's behavioural reactions. A positive effect on the cognitive, design, prognostic, informational, technological, reflective, analytical functions of the client’s thinking are revealed. The influence of weaving therapy during counselling of victims of violence is considered as a method of psychological support of people with signs of post-traumatic stress disorder, as well as a type of socio-psychological adaptation of people with acute stress and PTSD. Factors influencing the process of psychosomatization and disruption of interpersonal relationships were identified.Based on the results of processing the theoretical material, a strategy of psychological support and behaviour correction by weaving therapy was formed, which includes four stages: initial interview (remote meeting) – second meeting (the focus of the psychocorrection process and concluding a contract for psychocorrectional work) – work in a training group – conducting an individual case.