Psychological contract and work outcomes during COVID-19 pandemic

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anushree Karani ◽  
Payal Trivedi ◽  
Heena Thanki
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Work Engagement ◽  
Psychological Contract ◽  
Work Outcomes ◽  
Equation Modeling ◽  
Content Type ◽  
Psychological Contract Fulfillment ◽  
Worker Support ◽  
The Impact

PurposeThe purpose of the current research is to examine the impact of psychological contract fulfillment on work outcomes i.e. organizational commitment and job satisfaction during the COVID-19 pandemic. It also aims to check the mediating role of co-worker support and work engagement on organizational outcomes.Design/methodology/approachThe current study has adopted a quantitative approach and a cross-sectional research design has been used with a snowball sampling technique. Data were collected via a structured questionnaire through Google Docs from 926 respondents working at different capacities in the service sector. The study includes those respondents who are working from home during the COVID-19 pandemic situation. The hypotheses were tested using structural equation modeling (SEM).FindingsResults indicated that psychological contract fulfillment was positively impacting work outcomes i.e. organizational commitment and job satisfaction. Co-worker support and work engagement positively mediated the relationship between psychological contract fulfillment and work outcomes during the COVID-19 pandemic situation. Multi-group analysis proved that there was a difference in opinion regarding the impact of psychological contract fulfillment on organizational commitment and job satisfaction amongst males and females.Originality/valueThe novel contribution of the study is integrating social exchange theory, organization support theory and social information processing theory during the pandemic situation. The results highlighted meticulous empirical evidence, which answers the question as to how the met expectations cause an advantageous effect on the employees as well as the organizations in this COVID-19 pandemic situation.

Fulfill psychological contract promises to manage in-demand employees

2015 ◽  
Vol 44 (5) ◽  
pp. 689-701 ◽  
Author(s):  
John Rodwell ◽  
Julia Ellershaw ◽  
Rebecca Flower
Keyword(s):  
Job Satisfaction ◽  
Psychological Distress ◽  
Psychological Contract ◽  
Organizational Identification ◽  
Equation Modeling ◽  
Employee Outcomes ◽  
Content Type ◽  
Psychological Contract Fulfillment ◽  
The Impact ◽  
Three Components

Purpose – The purpose of this paper is to explore the impact of three components of the psychological contract (i.e. obligations, fulfillment and breach) and the individual characteristic negative affectivity (NA) onto three key outcomes, namely, job satisfaction, organizational identification and psychological distress. Design/methodology/approach – Questionnaires were completed by 222 Australian nurses and midwives from a medium-sized metropolitan Australian hospital. The response rate for the study was 39 percent. Findings – Structural equation modeling revealed that perceptions of psychological contract fulfillment were positively linked to organizational identification and job satisfaction, while psychological contract breach was negatively linked to these outcomes. NA was negatively linked to job satisfaction and positively linked to psychological distress. Psychological contract obligations were not associated with any of the employee outcomes. Research limitations/implications – Psychological contract fulfillment is an important driver of employee satisfaction and organizational identification and the findings highlight the importance of including NA in psychological contract research. The occupation and context, being in-demand employees, appeared to neutralize the impact of one dimension of the psychological contract, employer promises and obligations. Practical implications – Explicitly managing employees’ psychological contracts by focussing on fulfilling realistic promises will enable managers to improve employee outcomes and facilitate employees embracing their organization. Originality/value – This study is one of the first to explore all three components of the psychological contract. These results may assist in the development of strategies to retain in-demand employees such as nurses, particularly highlighting the need to make and fulfill realistic promises.

Psychological contract and attitudinal outcomes: multilevel mediation model

2019 ◽  
Vol 48 (7) ◽  
pp. 1685-1700 ◽  
Author(s):  
Yolanda Estreder ◽  
Inés Tomás ◽  
Maria José Chambel ◽  
José Ramos
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Psychological Contract ◽  
Intention To Leave ◽  
Mediation Effect ◽  
Organizational Level ◽  
Work Outcomes ◽  
Equation Modeling ◽  
Content Type

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.

Testing the effects of job satisfaction on organizational commitment

2019 ◽  
Vol 39 (4) ◽  
pp. 525-542
Author(s):  
Barooj Bashir ◽  
Abdul Gani
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Support ◽  
Structural Equation ◽  
Equation Modeling ◽  
Percentage Increase ◽  
Content Type ◽  
University Teachers ◽  
The Impact

Purpose As universities are human capital intensive organizations, practices followed by a university for enhancing the satisfaction of its teachers can be of great help in attracting, retaining and managing highly qualified and competent teachers. The purpose of this paper is to empirically examine the impact of job satisfaction (JS) on organizational commitment (OC) of university teachers in India. Design/methodology/approach A total of 396 academicians are surveyed to assess the subjects’ responses to JS and commitment questionnaire. Structural equation modeling (SEM) was used in the process of statistical analysis. Findings The results confirmed a significant impact of JS on OC of university teachers in India. With 1 percent increase in estimates of pay and job security (PJS), organizational support (OS) and job challenge (JC), there would be 21, 36 and 49 percentage increase, respectively, in OC of university teachers. Of all the factors of JS, JC is the most significant contributing factor, followed by OC and PJS that help in motivating and retaining the teachers in higher education institutions in India. Research limitations/implications The sample of the study has been chosen from the higher education sector in Northern India, and so it still needs to be explored whether the findings of this study can be replicated in different geographical areas and organizational settings for further verification and generalization. Practical implications Encouraging greater satisfaction among the faculty members may positively influence work-related behaviors, especially commitment among the teachers. The paper may benefit the decision makers in universities to follow the proactive practices to improve the satisfaction and commitment of teachers as educational performance is of priority on the national agenda. Originality/value The study provides useful insights about a JS-OC relationship model and informs the stakeholders on how to create an enabling environment at the policy and practice level that would help in attracting and retaining teachers in universities in India. It contributes to enriching the JS and OC literature in a sector and a country poorly addressed so far in research.

Human resources management practices and organizational commitment in higher education

2020 ◽  
Vol 34 (1) ◽  
pp. 154-174 ◽  
Author(s):  
Mohammed Aboramadan ◽  
Belal Albashiti ◽  
Hatem Alharazin ◽  
Khalid Abed Dahleez
Keyword(s):  
Higher Education ◽  
Organizational Commitment ◽  
Work Engagement ◽  
Management Practices ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Hrm Practices ◽  
Palestinian Universities ◽  
The Impact

Purpose The purpose of this paper is to investigate the impact of human resource management (HRM) practices on organizational commitment in Palestinian universities, and to examine the mediating effect of work engagement as a black-box mechanism that defines HRM practices–organizational commitment relationship. Design/methodology/approach The source of the data is from 237 employees (academics and administrative staff) from Palestinian universities. The authors used structural equation modeling to verify the hypotheses. Findings The results reveal that HRM practices have a significant impact on employee organizational commitment in higher education. In addition, work engagement showed a significant mediating effect between performance appraisal and organizational commitment on the one hand, and between rewards and compensation and organizational commitment on the other hand. Practical implications The study suggests university managers to capitalize on HRM practices as vehicle to trigger positive work-related attitudes. Originality/value The study contributes to the literature by examining the impact of HRM practices on organizational commitment through the mediation role of work engagement in higher education of a non-western context. The study is one of the few studies that is conducted in the middle east.

The effects of on-the-job embeddedness and its sub-dimensions on small-sized hotel employees’ organizational commitment, work engagement and turnover intentions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Emmanuel Twumasi Ampofo ◽  
Osman M. Karatepe
Keyword(s):  
Organizational Commitment ◽  
Work Engagement ◽  
Structural Equation ◽  
Turnover Intentions ◽  
Job Embeddedness ◽  
Equation Modeling ◽  
Content Type ◽  
Work Related ◽  
Affective Variables ◽  
The Impact

Purpose This paper aims to examine the impacts of links, fit and sacrifice as the sub-dimensions of on-the-job embeddedness (JE) on turnover intentions through the mediating roles of affective organizational commitment (AOC) and work engagement (WENG) and explore AOC and WENG as the two mediators linking on-the-JE to quitting intentions. Design/methodology/approach Data collected from small-sized hotels in three waves in Ghana were used to assess the aforesaid relationships. The hypothesized relationships were tested using structural equation modeling. Findings The findings reveal that on-the-JE is negatively related to turnover intentions. Additionally, the relationship between on-the-JE and turnover intentions is partly mediated by AOC and WENG. The findings further demonstrate that AOC and WENG partly mediate the impact of links on turnover intentions. Practical implications Management of hotels should enhance formal and informal connections between employees and their coworkers and supervisors through socialization tactics. Establishing and maintaining an environment that fosters social support would increase employees’ sense of belongingness and their proclivity to remain with the organization. Originality/value Little is known about the effects of the sub-dimensions of on-the-JE on work-related consequences in the hospitality and tourism literature. The literature is also devoid of evidence concerning affective variables as the potential mediators relating the sub-dimensions of on-the JE to turnover intentions. The study sets out to fill in these gaps.

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.

An investigation of the antecedents of turnover intentions and job hopping behavior

2017 ◽  
Vol 6 (2) ◽  
pp. 161-176 ◽  
Author(s):  
Sharjeel Saleem ◽  
Beenish Qamar
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Structural Equation ◽  
Job Involvement ◽  
Faculty Members ◽  
Equation Modeling ◽  
Content Type ◽  
Alternative Employment ◽  
The Impact

Purpose It is believed that dissatisfied employees are more likely to leave, but research shows that satisfied employees also do not necessarily stay. It is important to understand why employees leave. Therefore, the purpose of this paper is to investigate empirically the antecedents of turnover intention and job hopping, simultaneously, in Pakistani universities. It investigates the impact of perceived alternative employment, job satisfaction and job involvement on turnover intention and job hopping behavior, with organizational commitment as a mediator. Design/methodology/approach The variables were measured through established questionnaires and the results were analyzed through structural equation modeling on a sample of 250 faculty members from both public and private universities. Findings Results revealed that faculty members do not intend to leave or hop jobs if they are satisfied with their jobs and this relationship is mediated by organizational commitment. Perceived alternative employment also showed a positive relationship with employees’ intentions to quit; while faculty members would job hop, if not satisfied, despite lacking substantial alternative employment opportunities. Practical implications Research reveals that employee retention, even in developing countries, is not just about money. Rather, the satisfaction that a person gets from his/her job or the environment in which the employee works serves as a significant antecedent of employee retention. Thus, accordingly some well-planned perks and rewards can serve as a source of extrinsic as well as intrinsic motivators. Originality/value This study has investigated the impact of job satisfaction, job involvement, perceived alternative employment, organizational commitment, turnover intention and job hopping along with the dimensions of job satisfaction and organizational commitment in a simultaneous manner through structural equation modeling. It will correspondingly add worth to the discussion in the literature about reasons of employee turnover and job hopping behavior within the specific context of Pakistani universities because there are no official statistics available regarding the number of faculty members leaving or job hopping among various universities. In addition, not much work has been done in this regard, therefore, it shall also provide the basis for future research studies.

Heavy work investment: its motivational make-up and outcomes

2013 ◽  
Vol 29 (1) ◽  
pp. 46-62 ◽  
Author(s):  
Ilona van Beek ◽  
Toon W. Taris ◽  
Wilmar B. Schaufeli ◽  
Veerle Brenninkmeijer
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Work Engagement ◽  
Turnover Intention ◽  
Work Outcomes ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Content Type ◽  
Heavy Work ◽  
Work Goals

Purpose – The present study aims to investigate the motivational correlates of two types of heavy work investment: workaholism and work engagement. Building on Higgins's regulatory focus theory, the paper examines which work goals workaholic and engaged employees pursue and which strategies they use to achieve these goals. Furthermore, the paper examines how workaholism and work engagement relate to three different work outcomes: job satisfaction, turnover intention, and job performance. Design/methodology/approach – Data from a cross-sectional survey study among 680 Dutch employees in the banking industry were analysed using structural equation modeling. Findings – The analyses revealed that workaholism was primarily and positively associated with having a prevention focus, whereas work engagement was primarily and positively associated with having a promotion focus. Furthermore, workaholism was negatively related to job satisfaction and job performance, and positively related to turnover intention, whereas work engagement was positively associated with job satisfaction and job performance, and negatively associated with turnover intention. Both forms of heavy work investment almost fully mediated the associations between the regulatory foci and the three work outcomes. Research limitations/implications – The conclusions rely on self-report data, a relatively homogeneous sample, and a cross-sectional design. This may have biased our findings to some degree and does not allow inferring causal conclusions. Practical implications – The findings show that workaholic and engaged employees have different work goals and use different strategies to pursue these goals. Moreover, both forms of heavy work investment are oppositely related to work outcomes. Organizations may develop policies to reduce workaholism and to promote work engagement by influencing their employees' regulatory foci. Originality/value – The present study demonstrates that two types of heavy work investment can be distinguished, each with a unique motivational make-up and a unique pattern of work outcomes.

Job crafting, workplace civility and work outcomes: the mediating role of work engagement

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anuj Gupta ◽  
Pankaj Singh
Keyword(s):  
Life Satisfaction ◽  
Work Engagement ◽  
Cost Effective ◽  
Job Crafting ◽  
Intention To Quit ◽  
Work Outcomes ◽  
Equation Modeling ◽  
Content Type ◽  
General Life Satisfaction ◽  
Workplace Civility

Purpose The antecedents and consequences of work engagement have been extensively discussed and analyzed in the previous literature; however, identifying cost-effective measures that can sustain work engagement to boost work outcomes has received sparse attention in the Indian information technology (IT) context. This study aims to provide new insights concerning the associations of job crafting and workplace civility with work engagement and its corresponding outcomes, such as change perception, general life satisfaction and intention to quit. Design/methodology/approach Hypotheses were tested using structural equation modeling on data obtained from 369 software developers in India using questionnaire surveys. Findings Results confirmed that work engagement partially mediated the association of job crafting and workplace civility with the perception of change and general life satisfaction. The negative associations of job crafting and workplace civility with the intention to quit were also partially mediated by work engagement. The findings can be used to inform human resources strategies to boost work engagement and subsequent work outcomes. Research limitations/implications The results of this empirical work will offer insights to managers who are looking for cost-effective interventions and behaviors aimed at increasing work engagement and, consequently, achieving effective work outcomes. Originality/value This study contributes by empirically testing the application of novel employee-driven practices in improving work engagement and work outcomes, particularly in the context of IT companies in India.

Sign in / Sign up

Export Citation Format

Share Document