What about ‘MEE’: A Measure of Employee Entitlement and the impact on reciprocity in the workplace

2016 ◽  
Vol 23 (3) ◽  
pp. 392-404 ◽  
Author(s):  
Kristie M Westerlaken ◽  
Peter J Jordan ◽  
Sheryl Ramsay
Keyword(s):  
Psychological Contract ◽  
Psychological Contracts ◽  
Underlying Assumption ◽  
Contract Of Employment ◽  
Employee Entitlement ◽  
Sense Of Entitlement ◽  
Development And Validation ◽  
The Impact ◽  
Unrealistic Expectations ◽  
Mutual Agreement

AbstractA basic underlying assumption of the psychological contract is that both parties come to a mutual agreement about the expectations and obligations of a contract of employment. Recent research provides evidence of the potential for employees to develop unrealistic expectations from this contract and this has been described as a sense of entitlement. In this article, we outline two studies. In the first study, we test the internal structure and reliability of a scale we developed and named the Measure of Employee Entitlement. In the second study, we test the predictive validity of the Measure of Employee Entitlement against a measure of reciprocity. The development and validation of the Measure of Employee Entitlement extends our knowledge of sense of entitlement in the workplace and situates entitlement as a factor that may impact on the development of psychological contracts. This research provides a platform from which researchers and practitioners can continue to coherently and consistently investigate the phenomenon of employee entitlement.

Impact of transactional, relational and balanced contract on affective commitment

2020 ◽  
Vol 70 (1) ◽  
pp. 131-149
Author(s):  
Nishant Singh ◽  
Harsha Tyagi ◽  
Umesh Bamel
Keyword(s):  
Organizational Behavior ◽  
Psychological Contract ◽  
Design Methodology ◽  
Affective Commitment ◽  
Meaningful Work ◽  
Psychological Contracts ◽  
Content Type ◽  
Manufacturing Organizations ◽  
The Impact ◽  
The Relationship

PurposeThis paper is aimed at examining the impact of three types of psychological contracts such as transactional, relational and balanced contract on affective commitment by keeping meaningful work (MFW) as a mediator in this relationship.Design/methodology/approachThe data of 355 employees was collected from the large heavy Indian manufacturing organizations. The mediation path was analyzed through SPSS macro computational tool, i.e. PROCESS.FindingsThe result suggests that MFW partially mediates the relationship between all three types of psychological contract and affective commitment.Originality/valueThe study adds value to research in organizational behavior and human psychology by providing new insights on employee-employer relationships, MFW, and commitment.

scholarly journals Relationship of Psychological Contract and Employees' Job Engagement (An Investigation of the Millennium Generation and the Impacts of Various Generations)

2015 ◽  
Vol 62 ◽  
pp. 16-26
Author(s):  
Behnam Heshmati ◽  
Saied Mohamad Musavi Jed
Keyword(s):  
Psychological Contract ◽  
Psychological Contracts ◽  
Job Engagement ◽  
Descriptive Research ◽  
Psychological Contract Fulfillment ◽  
Strong Relation ◽  
Research Findings ◽  
Relationship Of ◽  
The Impact ◽  
The Relationship

The current paper was administered with the aim of examining the relationship between the psychological contract fulfillment and the employees' job engagement at the Islamic Azad University, Sanandaj Branch (Investigation of the millennium generation and the impact of various generations). For this purpose, all the employeesof this university were examined as the statistical universe. This study, methodologically speaking, is a descriptive research of correlation type, of applied nature in terms of goal, and of survey information in terms of collection manner while temporally it is latitude-periodic. To measure the fundamental concepts of the research, the Rousseau Psychological Questionnaire (including 9 questions) and the Wiley and et al's Job Engagement (in 12 questions) were applied. The questionnaires' reliability in form of Cronbach's alpha was calculated as 0/953 for the psychological contract and 0/872 for ye job engagement. The final findings in the SPSS software suggest the existence of a significant relationship between the psychological contract and its dimensions (officials' thoughts, officials' obligations and act upon the promises made by the officials) with the employees' job engagement of the Islamic Azad University, Sanandaj Branch. The results from the research findings indicate that there is a lack of relation between psychological contracts and job engagement and the millennium generation and various generations. In the analysis of the multiple regression results, the variable of officials' obligation among other dimensions of the variable of the psychological contract has the highest level of influence on the employees' job engagement while there is no strong relation between the various generations and the millennium generation with the psychological contract and job engagement.

Modelling the subjective experience of fun at work

2019 ◽  
Vol 41 (3) ◽  
pp. 520-537 ◽  
Author(s):  
Maeve Clancy ◽  
Carol Linehan
Keyword(s):  
Psychological Contract ◽  
Subjective Experience ◽  
Psychological Contracts ◽  
Content Type ◽  
The Impact ◽  
The Relationship ◽  
Fresh Insight ◽  
Practical Implications ◽  
Insight Into

PurposeThe purpose of this paper is to explain some divergent findings on experiences of fun at work. It explains conflicting findings by moving from a focus on classifying the activity (as, e.g. task/managed/organic) to foregrounding the dynamics of the experience, adding to the growing conceptualisation of fun at work as a multi-dimensional construct.Design/methodology/approachThis research draws on empirical data obtained through case study and interviews with 13 participants from two organisations. These interviews were subjected to intense thematic analysis.FindingsIt was found that an individual’s underlying beliefs about the organisation; the perceived drivers of the fun practice; and the level of control exerted over a fun practice significantly shape the experience. The paper draws on the concept of the psychological contract to frame the relationship between these three key interacting elements.Practical implicationsThis paper provides a greater understanding of the dynamics of fun experiences, enabling management to better recognise and contextualise the impact of fun practices.Originality/valueGiven conflicting findings on both the experience and outcomes of fun at work, this study elucidates the dynamics underpinning the experience of fun at work. It is novel to consider experiences of fun through the lens of psychological contracts, which offers fresh insight into the understanding of individual experiences of fun.

scholarly journals Messing with corporate heads? Psychological contracts and leadership integrity

2014 ◽  
Vol 35 (3) ◽  
pp. 38-46 ◽  
Author(s):  
Sebastian Salicru ◽  
John Chelliah
Keyword(s):  
Ethical Leadership ◽  
Psychological Contract ◽  
Affective Commitment ◽  
Psychological Contracts ◽  
Theory And Practice ◽  
Moral Leadership ◽  
Content Type ◽  
Dependent Variables ◽  
The Impact ◽  
Leadership Approaches

Purpose – The purpose of the paper is to present a model of leadership fulfiling the need of our times: The leadership psychological contract (LPC). In the current socio-economic environment of uncertainty and unprecedented change, both business environments and the community at large are marked by leadership crises. This instability makes an understanding of the relational aspects impacting the relationship between leaders and their constituencies both important and urgent. Now, more than ever before, extraordinary leadership is required. The psychological contract (PC) is recognised as one of the most emergent areas in organisational research. Its contribution to the leadership domain, however, is as yet undiscovered. Design/methodology/approach – This paper addresses this deficiency by integrating contemporary leadership and PC literature. This paper also addresses criticisms raised in the leadership literature in the past 25 years relating to the scarce leadership research conducted at the unit/team level, despite the rhetoric that the main aim of leadership is in the collaborative domain, as well as the impact of leaders on emotional constructs and motivational or ‘extra-role’ behaviours. Findings – The LPC is a predictive model that comprises three dependent variables (fulfillment of expectations, trust and fairness) – which constitute the health of the contract or the leader’s integrity/credibility, and four dependent variables (affective commitment, satisfaction, discretionary effort and innovation), which constitute the ‘consequences of the contract’ or the leader’s impact. The LPC model complements previous models of transformational leadership and leader–member exchange theory and addresses various criticisms and recommendations made in literature. Originality/value – Frameworks such as authentic leadership, ethical leadership, moral leadership, spirituality and leadership each emphasise positive leader – follower relations. Taking into account the LPC and incorporating it into theory and practice should allow researchers to predict leadership effectiveness more completely and effectually than existing positive leadership approaches. The LPC model aims to enhance and refresh the value of effective and ethical leadership approaches that are emerging in response to the current socioeconomic landscape and leadership crises.

scholarly journals Authentic leadership and career satisfaction: the meditating role of thriving and conditional effect of psychological contract fulfillment

2020 ◽  
Vol 32 (6) ◽  
pp. 2117-2136
Author(s):  
Wen Chang ◽  
James Busser ◽  
Anyu Liu
Keyword(s):  
Psychological Contract ◽  
Authentic Leadership ◽  
Online Survey ◽  
Career Satisfaction ◽  
Psychological Contracts ◽  
Equation Modeling ◽  
Content Type ◽  
Conditional Effect ◽  
Psychological Contract Fulfillment ◽  
The Impact

Purpose This study aims examine the impact of authentic leadership on the career satisfaction of hospitality employees through the lens of thriving. The two components of thriving, that is, learning and vitality, are tested as mediators, and psychological contract fulfillment is tested as a boundary factor. Design/methodology/approach Data are collected using an online survey through the Qualtrics panel service in the USA. Structural equation modeling and an invariance test are conducted to investigate the framework. Findings The findings show that authentic leadership can determine career satisfaction through the influence of learning and vitality. Moreover, psychological contract fulfillment exerts a conditional effect on this mediation. Practical implications The findings of this study extend the understanding on authentic leadership and its impact under specific conditions. This study offers several meaningful recommendations to hospitality managers on how to influence employees’ career success to maintain sustainable performance. Detailed approaches include establishing practices for regular and authentic leadership development, increasing attention on employee thriving states and addressing employee psychological contracts. Originality/value This study enriches research on authentic leadership and career management in the hospitality industry. Moreover, this study provides meaningful insights by examining the relationships between authentic leadership, thriving, career satisfaction and psychological contracts.

But they promised! How psychological contracts influence the impact of felt violations on job-related anxiety and performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dirk De Clercq ◽  
Muhammad Umer Azeem ◽  
Inam Ul Haq
Keyword(s):  
Job Performance ◽  
Psychological Contract ◽  
Psychological Contracts ◽  
Content Type ◽  
Daily Work ◽  
Mediating Role ◽  
And Performance ◽  
Psychological Contract Violations ◽  
The Impact

PurposeThis study unpacks the relationship between violations of organizational promises, as perceived by employees and their job performance, considering the mediating effects of job-related anxiety and moderating effects of psychological contract type.Design/methodology/approachMulti-source, multi-wave data were collected from employees and their supervisors in Pakistan.FindingsFeelings of organizational betrayal may reduce job performance due to the higher anxiety that employees experience in their daily work. This mediating role of enhanced job-related anxiety in turn is stronger to the extent that employees believe that their psychological contract contains relational obligations but weaker when it contains transactional obligations.Practical implicationsThe study gives organizational decision makers pertinent insights into how they can mitigate the risk that employees who are angry about broken organizational promises stay away from performance-enhancing work activities, namely, by managing the expectations that come along with psychological contracts. In so doing, they can avoid imposing dual harms on employees, from both a sense that they have been betrayed and the risk of lower performance ratings.Originality/valueThis study offers expanded insights into the process that underpins the translation of psychological contract violations into diminished job performance, by pinpointing the simultaneous roles of experienced job-related anxiety and beliefs about employer obligations.

scholarly journals The Effect of Coaching Practices on Psychological Contract Fulfillment of Student-Athletes

2016 ◽  
Vol 71 (1) ◽  
pp. 21-29 ◽  
Author(s):  
Davar Rezania ◽  
Robert Gurney
Keyword(s):  
Information Sharing ◽  
Least Squares ◽  
Partial Least Squares ◽  
Psychological Contract ◽  
Student Athletes ◽  
Psychological Contracts ◽  
Path Modeling ◽  
Role Behavior ◽  
Psychological Contract Fulfillment ◽  
The Impact

AbstractWe examine the relationships between coaching practices, psychological contract fulfillment and the impact it has on satisfaction and in-role behavior of student-athletes. We surveyed a total of 183 student-athletes in Canada. Utilizing Partial Least Squares path modeling algorithm, the results confirm that the extent of psychological contract fulfillment is positively related to satisfaction and role-behavior. In addition, practices of compensation, information sharing, and security (i.e. ensuring continuation of position on the team) are related to fulfillment of psychological contracts. However, the data does not provide support for the idea that training is related to the fulfillment of psychological contracts. The results suggest that universities can manage students-athletes’ expectations by institutionalizing coaching practices that signal commitments for compensation, information sharing, and provide assurance of position on the team. Such practices have potential to improve the athlete’s performance.

scholarly journals Peer-to-peer psychological contracts in the South African wine industry

2015 ◽  
Vol 13 (1) ◽  
Author(s):  
Ruth Penfold ◽  
Linda Ronnie
Keyword(s):  
South Africa ◽  
Peer Relationships ◽  
Psychological Contract ◽  
Psychological Contracts ◽  
Peer To Peer ◽  
Farm Workers ◽  
Wine Industry ◽  
Full Time ◽  
Western Cape ◽  
The Impact

Orientation: Very few studies examine the impact of peer relationships on the psychological contract.Research purpose: Using the backdrop of wine farm workers in the Western Cape, South Africa, the aim of our study was to explore the nature of peer relationships shaping the psychological contract. Motivation for the study: The agricultural sector of South Africa, in particular the wine farms in the Western Cape, has undergone radical change in the past decades as a result of labour legislation and changing government structures. It was therefore expected that these changes would influence the psychological contracts held by wine farm workers.Research approach, design and method: This qualitative study sampled all 24 full-time employees and 2 managers on the Constantia Hills Wine Estate in Cape Town, South Africa. Semi-structured interviews were conducted using the critical incident technique in combination with a series of open questions.Main findings: Our findings showed support for the existence of peer-to-peer psychological contracts and noted the valuable influence of a suitable conduit individual on the relationship between employees and their employer.Practical and/or managerial implications: Wine farm workers in South Africa have a strong need to be consulted after a lifetime of having no voice. In addition to ensuring suitable levels of two-way communication, management must understand the inter-peer contract and the nature of the relationships sustaining it.Contribution: Whilst literature has suggested that management of the psychological contract lies firmly within the domain of the employer, our findings indicated that ensuring harmonious peer-to-peer contracts was also central to good working relationships.

scholarly journals The impact of psychological contracts on employee engagement at a university of technology

2019 ◽  
Vol 17 ◽  
Author(s):  
Vinessa Naidoo ◽  
Ishana Abarantyne ◽  
Robert Rugimbana
Keyword(s):  
Higher Education ◽  
Employee Engagement ◽  
Psychological Contract ◽  
Academic Staff ◽  
Psychological Contracts ◽  
Employment Relationship ◽  
Organisational Effectiveness ◽  
Managerial Implications ◽  
Value Add ◽  
The Impact

Orientation: Changing organisational dynamics have caused a need for organisations to understand the employment relationship processes and outcomes in order to improve organisational effectiveness, increase productivity and retain talented employees.Research purpose: The purpose of the study is to determine which elements of the academic employee’s psychological contract are impacting employee engagement at a university of technology.Motivation for the study: The study was motivated by the findings of a 2013 climate survey at an institute of higher education, indicating that many employees were dissatisfied and believed that their expectations were not met by the organisation.Research approach/design and method: A quantitative technique via online questionnaires was employed for data collection. The sample size was 400 out of 900 academic staff members.Main findings: The study confirmed that most employees appear to have developed a positive psychological contract. It indicated, however, that many employees may be experiencing discord in the employment relationship. Both transactional and relational elements of the psychological contract appeared to be essential to academic employees.Practical/managerial implications: The study identified factors of importance to academic employees that should be considered in the compilation of retention policies.Contribution/value-add: The results of the study could contribute towards addressing some of the challenges by creating a better understanding of the needs of academic employees and the impact of psychological contract fulfilment and breach. This could benefit the higher education sector as a whole.

Psychological Contract Fulfillment and Employee Responses to Pay System Change

2017 ◽  
Vol 16 (4) ◽  
pp. 172-185 ◽  
Author(s):  
Christine J. Syrek ◽  
Conny H. Antoni
Keyword(s):  
Transformational Leadership ◽  
Psychological Contract ◽  
Pay For Performance ◽  
Psychological Contracts ◽  
Change Processes ◽  
Affective Organizational Commitment ◽  
Before And After ◽  
Psychological Contract Fulfillment ◽  
Pay System ◽  
Employee Responses

Abstract. The implementation of a new pay system is a balancing act that produces uncertainty and draws employees’ attention to the fulfillment of exchange agreements. Transformational leadership may be essential during these change processes. Based on psychological contract theory, we expected that transformational leadership impacts job satisfaction and affective organizational commitment through the fulfillment of relational psychological contracts, while the fulfillment of transactional psychological contracts may be crucial for employees’ pay and bonus satisfaction. We assessed 143 employees nested within 34 teams before and after (24 months) a pay for performance (pfp) system was introduced. Our results supported the mediation hypotheses considering job and pay satisfaction, but not considering commitment. Unexpectedly, the effect on bonus satisfaction was mediated via relational psychological contracts.

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