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David Guest - One of the best experts on this subject based on the ideXlab platform.
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pathways through organizational socialization a longitudinal qualitative study based on the Psychological Contract
Journal of Occupational and Organizational Psychology, 2020Co-Authors: Chris Woodrow, David GuestAbstract:In this study, we explore different pathways during organizational socialization through the lens of the Psychological Contract using in-depth longitudinal qualitative methods. Analysis of 112 critical incident interviews with 27 newcomers across their first year of work reveals five distinct Psychological Contract pathways through socialization, within which fulfilment and breach influence adjustment by facilitating or restricting opportunities to learn and integrate, as well as influencing attitudes and behaviour. The analysis reveals that whilst perceived Psychological Contract fulfilment facilitates newcomer adjustment, perceived breach can disrupt the process. We provide a detailed account of the way socialization and the Psychological Contract unfold for newcomers over time, and show that Psychological Contract events can significantly alter the course of adjustment. Practitioner points Delivery of perceived promises that are of particular importance to newcomers during early tenure can accelerate adjustment. Managers should therefore attempt to find out which promised contributions are important to employees and prioritize their delivery.The negative effects of perceptions of broken promises on newcomer adjustment may be reversed by later delivery. Managers should explain the reasons for any broken promises and seek to fulfil them in the future.Ongoing support from managers can help newcomers to negotiate the difficult period after organizational entry, even where promises are perceived to have been broken.Direct managers should be made aware of information provided and promises made to newcomers by those responsible for recruitment.
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knowledge acquisition and effective socialization the role of the Psychological Contract
Journal of Occupational and Organizational Psychology, 2017Co-Authors: Chris Woodrow, David GuestAbstract:Although studies reveal that acquiring knowledge about a new workplace during organizational socialization leads to better integration, the pathway through which this occurs is not well understood. Previous research has explored the Psychological Contract as an outcome of socialization. This study explores its role within the socialization process. A total of 161 organizational newcomers undertook surveys at months one and three of tenure, with data used to test a model within which four Psychological Contract dimensions mediate the relationship between knowledge acquisition and employee outcomes. At month one, organizational and employee promise strength mediated the relationship between knowledge and outcomes. At month three, organizational and employee promise fulfilment mediated this relationship. Findings confirm the role of the Psychological Contract in the socialization process and suggest that effective integration requires extensive knowledge provision and active employee knowledge acquisition. Practitioner points Acquisition of knowledge about a new work environment during the very early stages of tenure can positively affect newcomers’ attitudes and perceived employment relationships. Learning leads to mutual promises that are perceived to be stronger and more likely to be fulfilled, as well as reduced stress, greater commitment, and greater service quality behaviour. Employers should provide newcomers with information about their role, team, and organization, whilst newcomers should be encouraged to ask questions.
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Trust and the Role of the Psychological Contract in Contemporary Employment Relations
Building Trust and Constructive Conflict Management in Organizations, 2016Co-Authors: David GuestAbstract:The traditional collective system of employment relations that dominated much of the twentieth century appears to be less viable in the twenty-first century. In its place we see the individualisation of the employment relationship. In the context of contemporary employment relations, the Psychological Contract provides a useful analytic framework. Relevant evidence is reviewed showing that trust is central to the Psychological Contract and has been studied as an antecedent, a correlate and a consequence. The chapter builds on the argument of Fox that much of employment relations is beyond formal Contract and therefore susceptible to analysis using the Psychological Contract. It is demonstrated that this analysis can be conducted at the individual, group and unit/organizational levels, with trust playing a central role, and as such it provides useful insights into contemporary employment relations.
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testing the differential effects of changes in Psychological Contract breach and fulfillment
Journal of Vocational Behavior, 2011Co-Authors: Neil Conway, David Guest, Linda TrenberthAbstract:Rousseau (1989 and elsewhere) argued that a defining feature of Psychological Contract breach was that once a promise had been broken it could not easily be repaired and therefore that the effects of Psychological Contract breach outweighed those of Psychological Contract fulfillment. Using two independent longitudinal surveys, this paper investigated whether changes in breach and fulfillment differentially affected work-related attitudes and affective well-being outcomes. Results generally supported differential effects, where increases in reported breach had greater effects on outcomes than increases in fulfillment, for the outcomes of affective wellbeing, job satisfaction, and organizational commitment. The present study underlined the importance of breach as a determinant of negative affect and attitudes. However, fulfillment had a lesser impact, in that it maintained (i.e., had no effect) or had only a modest positive effect on wellbeing and attitudes.
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managing the career deal the Psychological Contract as a framework for understanding career management organizational commitment and work behavior
Journal of Organizational Behavior, 2005Co-Authors: Jane Sturges, Neil Conway, David Guest, Andreas LiefoogheAbstract:This paper reports the findings of a study that investigated the relationship between different kinds of career management activities, the Psychological Contract, and outcomes of Psychological Contract fulfillment. The study tested a series of linked hypotheses which propose that individual career management behavior is associated with the experience of organizational career management help, which is related to fulfillment of the Psychological Contract. Fulfillment of the Psychological Contract in turn is linked to organizational commitment and is associated with behaviors at work, including absenteeism, turnover, and independent ratings of job performance. The findings provide some support for these proposed links. As a result, the paper makes four contributions to the Psychological Contract and careers literature: first, it shows that both individual and organizational career management behaviors are linked to Psychological Contract fulfillment; second, organizational career management help is associated with affective commitment and job performance; third, Psychological Contract fulfillment plays a key role in mediating the relationship between career management help and such attitudes and behaviors; and fourth, organizational commitment may mediate between Psychological Contract fulfillment and individual career management behavior aimed at furthering the career outside the organization. Copyright © 2005 John Wiley & Sons, Ltd.
Daniel C Feldman - One of the best experts on this subject based on the ideXlab platform.
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Psychological Contract breaches and employee voice behaviour the moderating effects of changes in social relationships
European Journal of Work and Organizational Psychology, 2014Co-Authors: Daniel C Feldman, Marcus M ButtsAbstract:Guided by social exchange theory, this study found support for the prediction that the relationship of Psychological Contract breaches to voice behaviour (both constructive and aggressive) would be moderated by changes in leader–member exchange and coworker exchange over time. Specifically, the positive relationship between Psychological Contract breach and aggressive voice behaviour was weakened when employees had experienced increases in leader–member exchange during the preceding 8-month period. In addition, the relationships of Psychological Contract breaches with constructive and aggressive voice were also moderated by changes in coworker exchange over time. The article concludes with a discussion of the importance of improving the quality of relationships with superiors and colleagues as a means of mitigating breaches of Psychological Contracts with the organization as a whole.
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Psychological Contract breaches organizational commitment and innovation related behaviors a latent growth modeling approach
Journal of Applied Psychology, 2010Co-Authors: Thomas W H Ng, Daniel C FeldmanAbstract:: This study examined the relationships among Psychological Contract breaches, organizational commitment, and innovation-related behaviors (generating, spreading, implementing innovative ideas at work) over a 6-month period. Results indicate that the effects of Psychological Contract breaches on employees are not static. Specifically, perceptions of Psychological Contract breaches strengthened over time and were associated with decreased levels of affective commitment over time. Further, increased perceptions of Psychological Contract breaches were associated with decreases in innovation-related behaviors. We also found evidence that organizational commitment mediates the relationship between Psychological Contract breaches and innovation-related behaviors. These results highlight the importance of examining the nomological network of Psychological Contract breaches from a change perspective.
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age work experience and the Psychological Contract
Journal of Organizational Behavior, 2009Co-Authors: Daniel C FeldmanAbstract:Summary The purpose of the current paper is to examine the ways in which age and work experience shape how individuals experience Psychological Contract breaches. We first introduce the concepts of Contract malleability (the degree to which individuals can tolerate deviations from Contract expectations) and Contract replicability (the degree to which individuals believe that their Psychological Contracts can be replicated elsewhere). Next, we discuss the variety of reasons why Contract malleability and replicability become greater with age and work experience and how Contract malleability and replicability may temper negative reactions to Psychological Contract breaches. We also address the different ways Contract malleability and replicability mediate the relationships between age and work experience, on one hand, and exit, voice, loyalty, and neglect behaviors on the other. We consider the moderating effects of age similarity and dissimilarity here as well. The paper concludes with a discussion of the implications for future research designs and for managing older and more experienced workers. Copyright # 2009 John Wiley & Sons, Ltd.
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a discrepancy model of Psychological Contract violations
Human Resource Management Review, 1999Co-Authors: William H Turnley, Daniel C FeldmanAbstract:Abstract While previous research suggests that employees rarely believe organizations keep all of the commitments made to them, only in some cases do employees perceive these unfulfilled commitments as Psychological Contract violations and make active attempts to “get even” with their employers for the betrayal. This article presents a discrepancy model for understanding when employees will perceive unfulfilled commitments as Psychological Contract violations and for understanding when employees will respond in a hostile manner to those violations. Among other factors, the sources of employees' expectations, the specific Contract elements on which discrepancies occur, and the magnitude and timing of the unfulfilled commitments are all posited as important contributors to perceptions of Psychological Contract violations. Then, individual differences, organizational practices, and labor market factors are examined as important moderators of how strongly employees respond to perceived Psychological Contract violations. The article concludes with directions for future theoretical and empirical research on Psychological Contract violations and employees' reactions to them.
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the impact of Psychological Contract violations on exit voice loyalty and neglect
Human Relations, 1999Co-Authors: William H Turnley, Daniel C FeldmanAbstract:This study examines the relationships between violations of employees' Psychological Contracts and their exit, voice, loyalty, and neglect behaviors. Using a sample of over 800 managers, this research found that Psychological Contract violations result in increased levels of exit, voice, and neglect behaviors and decreased levels of loyalty to the organization. In addition, this research examines the moderating effects that situational factors (such as the availability of attractive employment alternatives) have on the relationships between Psychological Contract violations and managers' behaviors. The results suggest that these situational factors moderate the relationship between Psychological Contract violations and exit, but not the relationships between Psychological Contract violations and voice, loyalty, or neglect. Finally, this research also examines differences in the nature of Psychological Contract violations experienced across three categories of workers: new managers entering the workforce, ...
Neil Conway - One of the best experts on this subject based on the ideXlab platform.
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the reciprocal relationship between Psychological Contract fulfilment and employee performance and the moderating role of perceived organizational support and tenure
Journal of Occupational and Organizational Psychology, 2012Co-Authors: Neil Conway, Jacqueline Am CoyleshapiroAbstract:This study investigated the reciprocal relationship between perceptions of Psychological Contract fulfilment and employee performance (sales made and sales targets), and whether this was moderated by the quality and length of the social exchange relationship captured, respectively, through perceived organizational support (POS) and organizational tenure. We used a sample of 146 sales advisors and a four-point longitudinal design and found support for reciprocal links where performance predicted subsequent Psychological Contract fulfilment and vice versa. The strength of the relationship between performance and Psychological Contract fulfilment increased over time. The quality of the social exchange relationship (i.e., POS) moderated reciprocal links between sales made and sales targets met and perceptions of Psychological Contract fulfilment at earlier, but not later, time points. One way to interpret the findings is the changing nature of the unfolding relationship between support, Psychological Contract fulfilment, and performance, where a supportive relationship buffers failing to deliver at earlier time points, but at later time points employee performance and Psychological Contract fulfilment associate more strongly as both parties prioritize delivery.
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testing the differential effects of changes in Psychological Contract breach and fulfillment
Journal of Vocational Behavior, 2011Co-Authors: Neil Conway, David Guest, Linda TrenberthAbstract:Rousseau (1989 and elsewhere) argued that a defining feature of Psychological Contract breach was that once a promise had been broken it could not easily be repaired and therefore that the effects of Psychological Contract breach outweighed those of Psychological Contract fulfillment. Using two independent longitudinal surveys, this paper investigated whether changes in breach and fulfillment differentially affected work-related attitudes and affective well-being outcomes. Results generally supported differential effects, where increases in reported breach had greater effects on outcomes than increases in fulfillment, for the outcomes of affective wellbeing, job satisfaction, and organizational commitment. The present study underlined the importance of breach as a determinant of negative affect and attitudes. However, fulfillment had a lesser impact, in that it maintained (i.e., had no effect) or had only a modest positive effect on wellbeing and attitudes.
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managing the career deal the Psychological Contract as a framework for understanding career management organizational commitment and work behavior
Journal of Organizational Behavior, 2005Co-Authors: Jane Sturges, Neil Conway, David Guest, Andreas LiefoogheAbstract:This paper reports the findings of a study that investigated the relationship between different kinds of career management activities, the Psychological Contract, and outcomes of Psychological Contract fulfillment. The study tested a series of linked hypotheses which propose that individual career management behavior is associated with the experience of organizational career management help, which is related to fulfillment of the Psychological Contract. Fulfillment of the Psychological Contract in turn is linked to organizational commitment and is associated with behaviors at work, including absenteeism, turnover, and independent ratings of job performance. The findings provide some support for these proposed links. As a result, the paper makes four contributions to the Psychological Contract and careers literature: first, it shows that both individual and organizational career management behaviors are linked to Psychological Contract fulfillment; second, organizational career management help is associated with affective commitment and job performance; third, Psychological Contract fulfillment plays a key role in mediating the relationship between career management help and such attitudes and behaviors; and fourth, organizational commitment may mediate between Psychological Contract fulfillment and individual career management behavior aimed at furthering the career outside the organization. Copyright © 2005 John Wiley & Sons, Ltd.
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full time versus part time employees understanding the links between work status the Psychological Contract and attitudes
Journal of Vocational Behavior, 2002Co-Authors: Neil Conway, Rob B BrinerAbstract:Abstract Research findings comparing the work attitudes of full-time and part-time employees have been inconsistent and inconclusive. Furthermore, empirical studies have tended to be atheoretical, and there are few convincing Psychological explanations to explain differences where found. This article tests the Psychological Contract as an explanatory framework for attitudinal differences across work status (i.e., whether employed on a part-time or full-time basis). The model is tested across samples from two different organizations using structural equation modeling. The analysis reveals that part-time and full-time employees differed on a number of attitudes and that Psychological Contract fulfillment could be used to explain differences in certain attitudes (e.g., satisfaction) but not others (e.g., affective commitment). Analyses also show that the relationships between Psychological Contract fulfillment and outcomes were rarely moderated by work status, suggesting that part-time employees will respond in a similar way as full-time employees to adjustments in their Psychological Contract.
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a daily diary study of affective responses to Psychological Contract breach and exceeded promises
Journal of Organizational Behavior, 2002Co-Authors: Neil Conway, Rob B BrinerAbstract:The Psychological Contract has been viewed as an explanatory framework for understanding the employment relationship, and is regarded by some researchers as central in understanding employee attitudes and behavior. Despite the importance ascribed to the Psychological Contract, it remains theoretically underdeveloped and has received limited empirical attention. This study takes a new approach to researching the Psychological Contract, through the use of daily diaries, and addresses a number of fundamental questions regarding its nature. Results show that both broken and exceeded promises occur regularly and in relation to virtually any aspect of work, that the importance of the promise contributes significantly to emotional reactions following broken and exceeded promises, and that the Psychological Contract is an important concept for understanding everyday fluctuations in emotion and daily mood. Copyright © 2002 John Wiley & Sons, Ltd.
Pilar Mosquera - One of the best experts on this subject based on the ideXlab platform.
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fostering work engagement the role of the Psychological Contract
Journal of Business Research, 2019Co-Authors: Maria Eduarda Soares, Pilar MosqueraAbstract:Abstract Studies frequently refer to the Psychological Contract as an antecedent of work engagement. However, these studies mainly analyze the effects of a Psychological Contract breach on engagement, and neglect the subject of how different types of Psychological Contracts affect work engagement. We analyze the relation between Rousseau's four types of Psychological Contract—relational, transactional, balanced, and transitional—and work engagement. Specifically, we posit that both the relational and the balanced Contracts lead to higher levels of work engagement, while the transitional and the transactional Contracts lead to lower levels of work engagement. This study analyzes data on different types of Psychological Contracts in a Portuguese military organization undergoing significant change. Data analysis using partial least squares confirms the initial hypotheses.
Pawan Budhwar - One of the best experts on this subject based on the ideXlab platform.
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an analysis of employment relationships in asia using Psychological Contract theory a review and research agenda
Human Resource Management Review, 2020Co-Authors: Smirti Kutaula, Alvina Gillani, Pawan BudhwarAbstract:Abstract Psychological Contract theory is increasingly gaining traction as a means of examining the linkages (black box) between Human Resource Management (HRM) and performance. This paper systematically reviews the existing Psychological Contract research conducted in Asia over the period from 1998-2019. It takes an important step towards building an understanding of Psychological Contract theory in Asia while also making a critical contribution to the broad domains of HRM and employment relationship. In our review of 96 articles, we consider the two dominant themes that capture the Psychological Contract evaluation and content in Asia and highlight the theoretical, methodological and contextual gaps in the literature. We also offer specific guidance in the form of potential future research directions and conclude by discussing theoretical and practical implications of the analysis.
