Does the fulfillment of supervisor psychological contract make a difference?

2014 ◽  
Vol 35 (1) ◽  
pp. 20-37 ◽  
Author(s):  
Maria José Chambel
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Psychological Contract ◽  
Call Center ◽  
Affective Commitment ◽  
Longitudinal Design ◽  
Empirical Studies ◽  
Content Type ◽  
The Relationship ◽  
Temporary Agency Workers

Purpose – The purpose of this paper is to set out to analyze the supervisor psychological contract as a new psychological contract focus. Furthermore, the relationship between this psychological contract and the organizational psychological contract is compared in the prediction of job satisfaction and organizational affective commitment among a sample of traditional (in-house) and temporary agency workers. Design/methodology/approach – The hypotheses were tested with multiple group analyses in a sample of 444 Portuguese call center workers: 215 were in-house and 229 were temporary agency workers. Findings – Results confirmed that workers, regardless of their status, distinguished these two foci of psychological contract. However, for temporary workers, the supervisor psychological contract partially mediated the relationship between the organizational psychological contract and attitudes; while for in-house workers the organizational psychological contract was relevant to explain job satisfaction and the two foci of the psychological contract related independently to workers’ affective commitment toward the organization. Research limitations/implications – The study is limited due to the nature of the sample (call center sector where temporary agency and in-house workers received similar opportunities and treatment) and the lack of a longitudinal design. Practical implications – An important implication of this research is that employers should assume the relevance of the supervisor for temporary agency workers. The social exchange between them and the host organization occurs in part through his/her actions. Originality/value – Although supervisor psychological contract has been acknowledged, as far as the authors know there are no empirical studies that support its existence or analyzes its relevance in worker-organization relationships.

Testing mediation effects of social and economic exchange in linking organizational training investment to employee outcomes

2019 ◽  
Vol 48 (2) ◽  
pp. 306-323 ◽  
Author(s):  
Yuhee Jung ◽  
Norihiko Takeuchi
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
Exchange Theory ◽  
Economic Exchange ◽  
Organizational Training ◽  
Content Type ◽  
The Relationship

Purpose Although social exchange theory has long been used to explain employees’ positive work attitudes in response to perceived investment in employee development (PIED), few studies have examined this theoretical mechanism by introducing a direct measure of social exchange between employees and their personified organization. Furthermore, most studies have focused solely on one type of exchange (i.e. social exchange) and have ignored another type of exchange characterized as economic exchange. The purpose of this paper is therefore to uncover the process by which PIED affects employees’ attitudes, including affective organizational commitment and job satisfaction, by examining the mediating roles of both social and economic exchanges. Design/methodology/approach To test the hypothesized mediating model, this study conducted a three-phase, time-lagged questionnaire survey and collected data from 545 full-time employees. The model was tested based on structural equation modeling with a bootstrap test of indirect effects. Findings In line with social exchange theory, the findings showed that social exchange perceptions positively mediated the relationships between PIED and affective commitment/job satisfaction, whereas economic exchange perceptions negatively mediated them. Additionally, social and economic exchange perceptions were found to partially mediate the relationship between PIED and affective commitment but fully mediate the relationship between PIED and job satisfaction. Practical implications These results suggest that employers would benefit from investing in employee development, provided workers see the training investment as the employer’s side of social exchange, which in turn leads to increased affective commitment and job satisfaction. When employers do not achieve the expected returns from the training investment, they should check not only hard data (e.g. training attendance rate, hours of training, etc.) but also soft data (e.g. employees’ perceptions of training investment, social exchange, etc.) by conducting employee surveys and communicating with line managers. Originality/value The main contribution of this study is that it provides important empirical support for social exchange theory in the context of organizational training investment and employees’ attitudinal outcomes, by directly testing the positive mediating role of social exchange and the negative role of economic exchange.

Employability and Temporary Workers’ Affective Commitment: the Moderating Role of Voluntariness

2013 ◽  
Vol 16 ◽  
Author(s):  
Mafalda Espada ◽  
Maria José Chambel
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
Temporary Workers ◽  
Positive Attitudes ◽  
The Social ◽  
The Relationship ◽  
Moderating Role ◽  
Temporary Agency Workers

AbstractThe development of either internal or external employability of temporary workers has been considered a mechanism of protection since it ensures that employment can be maintained. According to the social exchange theory and the norm of reciprocity, when temporary workers perceive that the training promoted by the organization furthers employability, they are inclined to feel obligated to reciprocate with positive attitudes toward the organization. With a sample of temporary agency workers from three distinct industry organizations (N = 279), the current study investigated the relationship between training that promotes both internal and external employability and affective commitment as well as the role of voluntariness as a moderator of these relationships. The hypotheses were tested by using regression analysis. The results indicated that the perception held by temporary workers that the training they received is a promoter of their internal employability is positively correlated with their affective commitment towards the organization. Furthermore, the data revealed that this relationship is weaker for the group of temporary workers with high voluntariness. On the other hand, there was not a significant relationship between the training that promotes external employability and the affective commitment of temporary workers. Likewise, voluntariness did not moderate this relationship.

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.

Managerial support for development and turnover intention

2018 ◽  
Vol 31 (1) ◽  
pp. 135-153 ◽  
Author(s):  
Manish Kumar ◽  
Hemang Jauhari ◽  
Ashish Rastogi ◽  
Sandeep Sivakumar
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Organizational Support ◽  
Turnover Intention ◽  
Social Exchange Theory ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Managerial Support ◽  
The Relationship

Purpose The purpose of this paper is to integrate learnings from social exchange theory, organizational support theory and JD-R model to explore the relationship among support for development, work engagement (WE), job satisfaction (JS) and turnover intention (TI). It was hypothesized that the relationship between managerial support for development (MSD) and TI would be explained through organizational support for development (OSD), WE and overall job satisfaction (OJS). Design/methodology/approach A cross-sectional survey on a sample of 5,088 service industry employees undergoing organizational change and working in the business-to-business context was employed. Reponses were analyzed using IBM® SPSS® AMOSTM 20. Findings The findings were along the hypothesized lines. The study found support for mediation by OSD, WE and OJS, respectively of MSD and TI relationship. Similarly, the mediation of MSD-OJS relationship by OSD and WE, respectively were also supported. Furthermore, OSD mediated the relationship between MSD and WE; while the relationship between OSD and TI was mediated by WE and OJS, respectively and additionally, the OSD-OJS relationship was mediated by WE. Lastly, the mediation of WE-TI relationship by OJS was also supported. Therefore, the sequence of MSD-OSD-WE-OJS-TI partial mediation model was supported. Research limitations/implications While the sample size (n=5,088) is large, the respondents belong to one business unit of an organization, constraining generalizability. Additionally, the study is limited by cross-sectional design. Finally, the study was restricted by the choices of perceptual measures of study variables and non-quantitative evaluation of discretion/job demand. Originality/value Using learnings from multiple theories, the present study examined the roles of two sources of support for development (organizational and managerial) and two job-related states (WE and JS) in relating with TI. Interestingly, all the expected relationships were true in a context signifying the discretionary nature of organization. Further, testing of alternate models gives additional credence to the findings.

Intelligence and job satisfaction in the USA and China

2014 ◽  
Vol 9 (3) ◽  
pp. 232-244 ◽  
Author(s):  
Cassandra Thompson ◽  
Samuel Lane
Keyword(s):  
Job Satisfaction ◽  
Empirical Studies ◽  
Negative Relationship ◽  
Future Research ◽  
Turnover Rates ◽  
Content Type ◽  
The Usa ◽  
Different Cultures ◽  
The Relationship ◽  
Practical Implications

Purpose – This study aims to evaluate both intelligence and job satisfaction of workers in the USA and China. Each topic will be studied individually, first, to determine the relationship between intelligence and job satisfaction. The statistics between China and the USA will then be compared and contrasted to assess how different cultures will affect emotional intelligence and job satisfaction of those in the workforce. Design/methodology/approach – A review of the empirical studies on intelligence and job satisfaction was performed and used to develop a model to guide future research. Findings – There is a negative relationship between intelligence and job satisfaction in the USA, but no studies have been done to compare both constructs cross-culturally. Research limitations/implications – The proposed study can be used to gain an understanding of the relationship between intelligence and job satisfaction across different cultures. Practical implications – The link between job satisfaction and intelligence can be used by employers to determine information about other aspects of their business, such as turnover rates of productive employees. Originality/value – Although there has been some research on the relation between intelligence and job satisfaction, notably by Ganzach (1998), very little has been done across cultures.

The influence of CEO values and leadership on middle manager exchange behaviors

2016 ◽  
Vol 7 (1) ◽  
pp. 2-20 ◽  
Author(s):  
Robert Liden ◽  
Pingping Fu ◽  
Jun Liu ◽  
Lynda Song
Keyword(s):  
Social Exchange ◽  
Longitudinal Design ◽  
Middle Level ◽  
Leader Behaviors ◽  
Transformational Leader ◽  
Content Type ◽  
Level Manager ◽  
Interaction Term ◽  
The Relationship ◽  
Role Behaviors

Purpose – The purpose of this paper is to examine the extent to which chief executive officer (CEO) transactional and transformational leader behaviors as well as CEO self-enhancing versus self-transcendent values permeate through the organization to influence middle-level managers. Design/methodology/approach – Using a multi-level longitudinal design, the authors collected self-reported value data from 32 CEOs and 119 top management team (TMT) members rated their CEOs on transactional and transformational leader behaviors at Time 1; 18 months later, TMTs rated the in-role behaviors and organizational citizenship behaviors (OCBs) of 331 mid-level managers. Also, at Time 2, mid-level managers evaluated their relationship with the organization in terms of economic and social exchange. HLM was used to analyze the data. Findings – The authors found the positive relationship between transactional CEO leader behaviors and mid-level manager in-role behaviors to be enhanced when CEOs hold self-transcendent values, whereas this relationship was weakened by CEO self-enhancing values. Similarly, the relationship between CEO transformational leader behaviors and mid-level manager OCBs was found to be strengthened when leaders espoused self-transcendent values. Finally, the authors found that economic exchange mediated the relationship between the transactional leadership * self-enhancing values interaction term and mid-level manager in-role behaviors. Similarly, social exchange mediated the relationship between the transformational leadership * self-transcendent values interaction term and mid-level manager OCBs. Originality/value – Leadership/OB.

Building committedWaqif: the role of information disclosure

2019 ◽  
Vol 10 (2) ◽  
pp. 185-215 ◽  
Author(s):  
Mohamad Isa Abd Jalil ◽  
Sofri Yahya ◽  
Anwar Allah Pitchay
Keyword(s):  
Conceptual Framework ◽  
Social Exchange ◽  
Information Disclosure ◽  
Empirical Studies ◽  
Financial Information ◽  
Content Type ◽  
The Relationship ◽  
Mediator Variable ◽  
Role Of Information

PurposeThe purpose of this study is to conceptualise the relationship between information disclosure andWaqifcommitment, taking into consideration the role of level of trust (mediator variable) and communication and type of payment (moderator variables).Design/methodology/approachThe conceptual framework is developed from the theory of social exchange (mediated philanthropy model) and selected previous literature concerning commitment.FindingsAccording to previous empirical research, a conceptual framework was developed to facilitate further analysis in the study. Nine propositions were raised in this paper where the factor of communication and payment method is proposed to no longer the factor that determined commitment but as moderator. There is five antecedent of information disclosure proposed, which is basic information, financial information, non-financial information, future information and governance information. Also, trust is offered to be the mediator variable between information disclosure andWaqfcommitment.Research limitations/implicationsBy realising many factors that may influence the commitment ofwaqfsuch as demonstrable utility, emotional utility and familial utility, this study only focusses on the effect of information disclosure.Practical implicationsThis paper provides an opportunity for further empirical studies to prove the relationship between information disclosure andWaqfcommitment. This paper also brought opportunities to investigate both conceptually and empirically, other factors that could affectWaqfcommitment.Originality/valueTo the best of the author’s knowledge, few studies have been done concerning donors commitment. While there are none yet, the research examinedWaqfcommitment. The originality value of this study is that there is a gap in knowledge regarding the analysis ofWaqfcommitment, the level of trust amongwaqifis the information thatWaqfexpected, the preferred communication between Mutawalli andWaqfand type of payment thatWaqffavoured. This study is believed to be a novel based on the framework developed.

scholarly journals Facets of job satisfaction and work engagement

2017 ◽  
Vol 5 (3) ◽  
pp. 248-265 ◽  
Author(s):  
Zeynep Yesim Yalabik ◽  
Bruce A. Rayton ◽  
Andriana Rapti
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Work Engagement ◽  
Social Exchange Theory ◽  
Service Sector ◽  
Three Dimensions ◽  
Content Type ◽  
The Social ◽  
High Workload ◽  
The Relationship

Purpose The purpose of this paper is to analyze the relationship between the facets of job satisfaction and the work engagement. Previous studies that focus on the linkages between work engagement and overall job satisfaction ignore the multi-faceted nature of job satisfaction construct. In this study, how job satisfaction facets are linked to three dimensions of work engagement – i.e. vigor, dedication and absorption – is discussed by drawing on the social exchange theory. Design/methodology/approach The cross-lagged data used in this study come from the specialist lending division of a UK bank. The linear multiple regression analyses are run to test the proposed theoretical model. Findings The results show that among all the job satisfaction facets, the “satisfaction with work itself” is the key driver of all dimensions of work engagement, i.e. vigor, dedication and absorption. The “satisfaction with conditions” is negatively linked to absorption of employees in their work. This means that the employees with high workload might not be absorbed in their work. Finally, it is found that employees who are satisfied with the communication in their work are also absorbed in their work. Originality/value This study contributes to our knowledge of the drivers of work engagement over time. The facets of job satisfaction as the drivers help us to have a comprehensive understanding of the link between the job satisfaction facets and work engagement. This study first contributes to the work engagement literature which has neglected the multi-dimensional approach of job satisfaction. This study also contributes to the limited number of work engagement studies conducted in service sector and in UK.

Unlocking the “black box” in the talent management employee performance relationship: evidence from Ghana

2016 ◽  
Vol 39 (12) ◽  
pp. 1546-1566 ◽  
Author(s):  
James Kwame Mensah ◽  
Justice Nyigmah Bawole ◽  
Nisada Wedchayanon
Keyword(s):  
Job Satisfaction ◽  
Structural Equation ◽  
Affective Commitment ◽  
Banking Sector ◽  
Employee Performance ◽  
Talent Management ◽  
Work Attitudes ◽  
Content Type ◽  
Four Dimensions ◽  
The Relationship

Purpose Combining insights from the social exchange and signalling theories, the purpose of this paper is twofold: first, to investigate the relationship between talent management (TM) practices and four dimensions of talented employees’ performance; and, second, to examine the mediating role of job satisfaction and affective commitment on this relationship in the Ghanaian banking context. Design/methodology/approach Structural equation modelling was used to survey data from 232 employees who are part of a talent pool in the Ghanaian banking sector. Findings The findings of this paper showed that TM practices increase positive talented employee performance of task, contextual and adaptive, whereas it reduces counterproductive behaviours. Second, talented employee work attitudes of job satisfaction and affective commitment partially mediate the relationship between TM practices and four dimensions of talented employees’ performance. Research limitations/implications This study used cross-sectional data; hence, conclusions regarding causality cannot be made. Practical implications Management and organisations implementing and intending to implement TM practices should implement and invest in TM practices that will trigger employee work attitudes to achieve full employee performance. Originality/value This paper advances the literature by exploring the relationship between TM practices and four dimensions of talented employees’ performance.

Breach and willingness to support the organization

2016 ◽  
Vol 39 (10) ◽  
pp. 1336-1351 ◽  
Author(s):  
Irene Tsachouridi ◽  
Irene Nikandrou
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Organizational Support ◽  
Attribution Theory ◽  
Unique Contribution ◽  
Cross Sectional ◽  
Content Type ◽  
Exchange Processes ◽  
Outcome Relationship ◽  
The Relationship

Purpose This study aims to integrate the attribution theory into the traditional social exchange view of the breach-outcome relationship. Perceived disinterested support (PDS), perceived organizational support (POS) and job satisfaction are included as serial mediators of the relationship between breach and willingness to support the organization. Design/methodology/approach Data were collected through a field study in which 579 employees took part. Findings The results indicated partial mediation of the examined relationship. More specifically, POS and PDS (through POS) were found to mediate the breach-willingness to support the organization relationship. Job satisfaction contributed weakly to the explanation of the examined relationship. Research limitations/implications The cross-sectional nature of the study limits the ability to claim causality. Practical implications Managers should be aware of how employees interpret breach in terms of organizational motives. Interpreting breach as a lack of disinterest on the part of the organization can spark social exchange processes leading to lower willingness to support the organization. Originality/value The study makes a unique contribution to the literature by being the first to examine PDS as a mediator of the breach-outcome relationship.

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