An examination of the relationship between careerism and organizational commitment, satisfaction, and performance

2019 ◽  
Vol 49 (8) ◽  
pp. 1553-1571 ◽  
Author(s):  
Ajay K. Jain ◽  
Sherry Sullivan
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Psychological Contract ◽  
Contract Theory ◽  
Psychological Contracts ◽  
Middle Level ◽  
Cross Sectional Survey ◽  
Content Type ◽  
Organizational Attitudes ◽  
Psychological Contract Theory

Purpose Using psychological contract theory as its foundation, the purpose of this paper is to examine the important, but under-explored, relationship between careerism and organizational attitudes among workers in India. Design/methodology/approach In total, 250 middle-level executives, working in six manufacturing plants of motorbike companies located in Northern India, were surveyed. Findings As hypothesized, careerism was found to be negatively related to affective commitment, organization satisfaction and perceived organizational performance. Contrary to expectations, however, careerism was positively related to continuance and normative commitment. Research limitations/implications The study is based on a cross-sectional survey. Also, because the motorbike industry is male dominated, all the executives surveyed are men. Practical implications Despite concerns that employees with more transactional relationships with their employers are no longer loyal to their organizations, this study demonstrates that Indian employees with a higher careerism also have higher levels of normative and continuance organizational commitment. Originality/value Prior research has produced conflicting results as to whether employees with more careerist, transactional psychological contracts with their employers have more negative organizational attitudes. This study contributes to research on psychological contract theory and careerism in today’s turbulent career landscape while also answering calls to examine the generalizability of western theories of careers in non-western countries.

scholarly journals Responsible leadership and workplace deviant behaviour: modelling trust and turnover intention as mediator

2020 ◽  
Vol 41 (7) ◽  
pp. 939-952
Author(s):  
Muhammad Shakil Ahmad ◽  
Fatima Iqbal ◽  
Raffia Siddique ◽  
Sohail Abbas ◽  
Zainab Fakhr
Keyword(s):  
Social Identity ◽  
Social Identity Theory ◽  
Psychological Contract ◽  
Turnover Intention ◽  
Contract Theory ◽  
Identity Theory ◽  
Responsible Leadership ◽  
Unique Contribution ◽  
Content Type ◽  
Psychological Contract Theory

PurposeDrawing on psychological contract theory and social identity theory, this study aims at examining the mediating role of trust and turnover intention (TI) between the relationship of responsible leadership (RL) and work deviant behavior (WDB).Design/methodology/approachData were collected from 230-full-time hospital staffs to examine the hypothesized relationship. Moreover, study employed a two-step SEM approach to test the proposed relationships.FindingsThe results derived from “partial least squares structural equation modelling (PLS-SEM)” analysis revealed that RL does not affect WDB. The findings further provided a noteworthy theoretical understanding that of influence of RL on WDB is better explained by trust, whereas the impact of RL on WD is less translated through TI.Practical implicationsThis study entails vital managerial implications by demonstrating that how hospitals should improve WDB.Originality/valueThe study makes a unique contribution in RL literature by linking psychological contract theory and social identity theory. This novel research endeavour also bridges important theoretical gaps by highlighting the additive effects of RL and exploring the competing mediation mechanism through which RL influence WDB.

Effects of early employment experiences on anticipated psychological contracts

2014 ◽  
Vol 43 (4) ◽  
pp. 553-572 ◽  
Author(s):  
Galit Eilam-Shamir ◽  
Erez Yaakobi
Keyword(s):  
Labor Market ◽  
Organizational Performance ◽  
Psychological Contract ◽  
Work Experience ◽  
Job Insecurity ◽  
Psychological Contracts ◽  
Theory And Practice ◽  
Negative Consequences ◽  
New Members ◽  
Content Type

Purpose – The purpose of this paper is to investigate how initial employment experiences of new entrants to the labor market, which results from changes in organizations employment practices affect individuals’ expectations from their future employers (their anticipatory psychological contracts and anticipated job insecurity) and to explore the implications of these effects for theory and practice. Design/methodology/approach – The paper focussed on four common experiences and tested the hypotheses about their effects using data collected by a relatively large survey among mature college students with work experience (n=1,164). Findings – Individuals who had been exposed to the experiences of being laid off, witnessing layoffs and having to accept reductions in pay or status held higher transactional and lower relational expectations from their future employers, in comparison with individuals who had not been exposed to such experiences. They also anticipated a higher level of job insecurity in their future employment. Practical implications – In order to mitigate the potential negative consequences of the phenomenon discovered on employee retention and organizational performance, organizations have to develop and implement specific HR practices to deal with cohorts of new members, who have been exposed to the employment experiences investigated. Of particular importance are orientation and socialization practices that address new recruits’ concerns and expectations, and exposing new members to training and learning experiences that increase their employability outside the organization. Originality/value – This is one of a few studies that documents empirically the (anecdotally based) claims about the effects of changes in the economic environment on individuals’ employment expectations and perhaps the first study to focus specifically on the effects of initial experiences of entrants to the labor market. It extends psychological contract research by focussing on the antecedants and formation of the psychological contract rather than on its consequences and on the anticipatory contract rather than on employees’ current psychological contracts.

Extending the understanding of bridge employment: a critical analysis

2018 ◽  
Vol 47 (7) ◽  
pp. 1345-1361 ◽  
Author(s):  
Bishakha Mazumdar ◽  
Amy M. Warren ◽  
Kathryne E. Dupré
Keyword(s):  
Psychological Contract ◽  
Contract Theory ◽  
Self Determination Theory ◽  
The Self ◽  
Self Determination ◽  
Bridge Employment ◽  
Content Type ◽  
Theoretical Perspectives ◽  
Psychological Contract Theory ◽  
Employment Experience

Purpose Few studies aim to uniquely conceptualize the experiences of bridge employees after they enter the workforce. Supported by the psychological contract theory and the self-determination theory, the purpose of this paper is to contribute to the understanding of the bridge employment experience by examining how the expectations of bridge employees shape their experiences. Design/methodology/approach This paper first reviews the extant literature on bridge employment. It then discusses the psychological contract theory and the self-determination theory, and examines the expectations of bridge employees through the theoretical perspectives of these two theories, to examine experiences in bridge employment. Findings Discord in the bridge employment relationship may be attributed to a lack of understanding of the implicit expectations of bridge employees. More specifically, unmet expectations may be detrimental to the bridge employment experience, and ultimately jeopardize both employer and employee outcomes. Research limitations/implications This paper examines expectations and experiences of bridge employees from a theoretical perspective. Theoretical tenets are utilized to analyze how and why implicit expectations may influence bridge employees in ways that result in detrimental outcomes for both employers and employees. Practical implications This paper sheds light on why bridge employment arrangements may result in adverse outcomes. Specifically, when there is a lack of understanding between bridge employees’ expectations and experiences, both individual and organizational outcomes may be impaired. An improved understanding of the bridge employment experience will likely result in an enhanced working relationship between bridge employees and employers, and minimize misunderstandings about this cohort of the workforce. Originality/value Using the guidelines of the psychological contract theory and the self-determination theory, we develop a model to examine how expectation of bridge employees may affect the experiences and ultimately, the outcomes of bridge employment. The authors also identify factors uniquely applicable to bridge employees. This is the first paper that examines the experiences of bridge employees through such theoretical perspectives.

Psychological contract breach and teachers' organizational commitment: mediating roles of job embeddedness and leader-member exchange

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Veronica Serwaa Amoah ◽  
Francis Annor ◽  
Maxwell Asumeng
Keyword(s):  
Organizational Commitment ◽  
Psychological Contract ◽  
Job Embeddedness ◽  
Psychological Contract Breach ◽  
Leader Member Exchange ◽  
Normative Commitment ◽  
Contract Breach ◽  
Continuance Commitment ◽  
Content Type ◽  
Member Exchange

PurposeThe study examined the relationship between psychological contract breach and organizational commitment and whether leader-member exchange and job embeddedness mediate this relationship.Design/methodology/approachThe study adopted a quantitative approach and is based on a sample of 298 teachers in basic schools in Accra, Ghana. Participants completed surveys with standardized measures on psychological contract breach, job embeddedness, leader-member exchange and organizational commitment. Hypothesized relationships were tested using structural equation modeling in AMOS 21.0.FindingsPsychological contract breach had a direct negative relationship with affective and normative commitment but had no significant direct relationship with continuance commitment. Psychological contract breach was indirectly related to affective and normative commitment through both job embeddedness and leader-member exchange, and indirectly related to continuance commitment through only job embeddedness.Practical implicationsFindings from the study suggest that employers' failure to fulfill their obligations to employees has significant potential cost to the organization, and underscore the need for managers, particularly in educational institutions, to institute measures to eliminate or minimize the occurrence of psychological contract breach.Originality/valueThe study contributes to research examining antecedents of organizational commitment as well as the mechanisms linking psychological contract breach to organizational commitment in the educational context.

Baanonzekerheid als schending van het psychologisch contract bij vakbondsleden: gevolgen voor vakbondsattitudes en opzegintentie in België en Nederland

2005 ◽  
Vol 18 (1) ◽  
Author(s):  
Hans De Witte ◽  
Sjoerd Goslinga ◽  
Antonio Chirumbolo ◽  
Johnny Hellgren ◽  
Katharina Näswall ◽  
...  
Keyword(s):  
The Netherlands ◽  
Trade Union ◽  
Union Membership ◽  
Psychological Contract ◽  
Affective Commitment ◽  
Contract Theory ◽  
Job Insecurity ◽  
Union Commitment ◽  
Union Support ◽  
Psychological Contract Theory

Job insecurity as violation of the psychological contract among trade union members: consequences on attitudes towards unions and the intention to resign membership in Belgium and the Netherlands Job insecurity as violation of the psychological contract among trade union members: consequences on attitudes towards unions and the intention to resign membership in Belgium and the Netherlands Hans De Witte, Sjoerd Goslinga, Antonio Chirumbolo, Johnny Hellgren, Katharina Näswall & Magnus Sverke, Gedrag & Organisatie, Volume 18, February 2005, nr. 1, pp. 1-20 In this article the consequences of job insecurity among union members are explored. Having established that most employees have instrumental motives for joining a union, and using psychological contract theory, we hypothesize that job insecurity among union members correlates with a lower level of perceived union support, lower satisfaction with the union, reduced (affective) commitment towards the union, and a higher intention to resign union membership. These hypotheses were tested in Belgium and the Netherlands. Evidence was found to support the assumed association between job insecurity and a reduction in perceived union support. In Belgium, job insecurity was also associated with reduced union satisfaction and intention to resign membership. In neither country job insecurity was associated with union commitment. These results partly support the hypothesis that union members experience job insecurity as a violation of their psychological contract with the union.

Interagency collaboration for graduate employment opportunities in Uganda

2020 ◽  
Vol 62 (3) ◽  
pp. 271-291
Author(s):  
Peter Ntale ◽  
Jude Ssempebwa ◽  
Badiru Musisi ◽  
Muhammed Ngoma ◽  
Gyaviira Musoke Genza ◽  
...  
Keyword(s):  
Organizational Performance ◽  
Supply And Demand ◽  
Business Environment ◽  
Civil Society Organizations ◽  
Future Research ◽  
University Graduates ◽  
Cross Sectional Survey ◽  
Employment Opportunities ◽  
Content Type ◽  
Graduate Employment

PurposeThe purpose of this paper is to identify gaps in the structure of organizations that hinder collaboration of organizations involved in the creation of graduate employment opportunities in Uganda.Design/methodology/approachData was collected from staff and leaders of 14 organizations that were purposely selected to represent government, private, and civil society organizations. These organizations were selected based on their mandates, which touch on the employability of university graduates in the country in very direct ways. This was a cross-sectional survey design—based on a self-administered questionnaire, key informant interviews, and documentary analysis.FindingsOrganizations were found to have “Tell”/directive decision-making, high power distance between employees, and jobs were not coded in a way that gives employees freedoms to interact and build collaborative relationships. Finally, rules and regulations were very restrictive, disorienting employee's abilities to collaborate.Research limitations/implicationThis research concentrated on the gaps that exist in the structure of organizations from which the results point to inadequate relational, interactional, inclusive, and democratic space among different stakeholders. It would be useful for future research to examine the extent to which the structure of organizations not only impacts collaboration but also measures the level to which it affects organizational performance.Practical implicationsThe knowledge economy of the twenty-first century demands for collaborative engagements with different stakeholders if they are to survive the competitive business environment. Collaborative engagement helps in the sharing of knowledge, expertise, and resources, development of more coherent services, facilitation of innovation and evaluation, avoiding duplication of work, and minimizing conflicts and competition while creating synergy among partners.Originality/valueUnlike previous studies, which have examined employability of graduates from a supply side perspective, this study investigates organizations from both the supply and demand perspectives and identifies synergy that is as a result of bringing organizations to work together.

scholarly journals Psychological contract profiles among permanent and temporary agency workers

2016 ◽  
Vol 31 (1) ◽  
pp. 79-94 ◽  
Author(s):  
Maria J Chambel ◽  
Laura Lorente ◽  
Vânia Carvalho ◽  
Isabel Maria Martinez
Keyword(s):  
Work Engagement ◽  
Psychological Contract ◽  
Self Report ◽  
Temporary Workers ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Cross Sectional Design ◽  
Permanent Workers ◽  
Temporary Agency Workers

Purpose – Based on the psychological contract (PC) theory, the purpose of this paper is to identify PC profiles, differentiating between permanent and temporary agency workers (TAW). Moreover, the authors analyzed whether different profiles presented different levels of work engagement. Design/methodology/approach – A cross-sectional survey data analysis of 2,867 workers, of whom 1,046 were TAW, was analyzed using latent profile analyses. Findings – Four PC profiles were identified, which differed quantitatively in terms of the overall dimension levels (i.e. balanced, relational and transactional) for PC (i.e. content and fulfillment). ANCOVAs showed that the relational/balanced dominant and transactional dominant profiles presented similar engagement levels for TAW, but for permanent workers the former profile showed higher engagement than the latter. However, for both permanent and TAW the fulfillment profile showed higher engagement than the unfulfillment profile. Research limitations/implications – The cross-sectional design and the reliance on self-report measures are the limitations of this study, although no causality was claimed and method biases were controlled. Practical implications – Actions that increase PC fulfillment positively affect the employment relationship of TAW with the client organization. Originality/value – Few studies have addressed PC typologies. Furthermore, most studies have focussed on temporary workers, but not on TAW and their contract with the client organization. Finally, this study emphasizes the crucial role played by the PC in the levels of work engagement.

Walking the talk

2019 ◽  
Vol 15 (4) ◽  
pp. 654-677
Author(s):  
Andrea M. Scheetz ◽  
Timothy J. Fogarty
Keyword(s):  
Internal Control ◽  
Psychological Contract ◽  
Psychological Contracts ◽  
Detection Mechanism ◽  
Content Type ◽  
Unethical Conduct ◽  
Psychological Contract Violation ◽  
Psychological Contract Violations ◽  
Reporting Intentions ◽  
Contract Violation

Purpose Based on exchange theory and the generalized norm of reciprocity, psychological contracts perceived by employees are believed to have dysfunctional consequences for organizations if breached. This paper aims to study the willingness of employees to report fraud, as such is an important aspect of internal control for organizations. Design/methodology/approach A 2 × 2 between-subjects experiment was conducted in which 99 participants with diverse accounting backgrounds were first asked questions about their preconceived beliefs (psychological contract) regarding how reports of unethical conduct would be managed, and their reaction if these beliefs were broken (psychological contract violation). Participants were given a hypothetical situation of fraud and then asked to indicate their likelihood of reporting fraud to a supervisor. Findings The main hypotheses are that employees will be less likely to report fraud when the organization fails to signal the presence of a positive ethical environment or when management reacts weakly to previous reports of unethical activity. The data and findings support these hypotheses. Additional testing also reveals that a psychological contract violation mediates the relationship between the outcome of previous reports and the intention to report fraud. Research limitations/implications As with any experimental study, this study’s results come with limitations. Reading an overly simplistic scenario that omits real world details and providing intention to report is very different from actually reporting fraud in one’s own place of employment. Therefore, reporting intentions may vary from actual reporting behavior. Further, reporting motivation (self-defense, altruism, etc.) and concern over retaliation are not measured. Practical implications Employees have expectations surrounding ethical corporate environments. Psychological contract violations occur as a result of broken expectations and are common in the workforce. In this study, a breakdown in the internal control environment because of a poor ethical culture, caused an even greater breakdown in internal controls because of employees’ decreased reporting intentions. Social implications Psychological contract violations impact employees’ intention to report fraud. These violations need to be understood so that additional measures and safeguards can be instituted when employees are not acting as a fraud defense or detection mechanism. During such times when there is a breakdown in this type of internal control (that is, when employees might be hesitant to report fraud), extra safeguards against fraud, additional procedures to detect fraud, and enhanced employee training encouraging reporting of suspected unethical conduct, become even more important. Originality/value Strong experimental methods provide a rigorous way to evaluate a problem of our day: job insecurity caused by rampant organizational turbulence. The hidden cost is expressed in terms of how less can be expected of employees as a first line of defense against fraud.

Antecedents and consequences of psychological contract breach

2016 ◽  
Vol 31 (8) ◽  
pp. 1312-1326 ◽  
Author(s):  
J.C. Peng ◽  
Jia-Jing Jien ◽  
Julian Lin
Keyword(s):  
Servant Leadership ◽  
Hierarchical Linear Modeling ◽  
Psychological Contract ◽  
Negative Relationship ◽  
Psychological Contract Breach ◽  
Employee Behavior ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Contract Breach ◽  
Content Type

Purpose The purpose of this paper is to investigate store-level servant leadership and the procedural justice climate (PJC) as key antecedents for employee-perceived psychological contract breach (PCB) and explores the mediating roles of PCB in the relationships among servant leadership, the PJC and deviant employee behavior. Design/methodology/approach Survey data were collected from 301 employees at 94 stores of a restaurant chain in Taiwan. The model and hypotheses were tested using hierarchical linear modeling. Findings The results support the moderated mediation model, showing that the indirect effects of servant leadership and PJC on deviant employee behavior through PCB were stronger for employees with an external locus of causality attribution than for those with an internal locus. Research limitations/implications The study relied on cross-sectional survey design, therefore the authors cannot infer causality. Practical implications The results will help organizations and managers understand that supervisor servant leadership has suppressive effects on deviant employee behavior through the intermediary mechanism of negative psychological perception (i.e. the perception of a PCB). Originality/value The primary purpose of this study is to examine the influences of store-level servant leadership and the PJC on employee deviance and to examine the mediating role played by PCB. The findings suggest a significantly negative 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.

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