scholarly journals Relación Empresa-trabajador. El contrato psicológico desde la Teoría Racional / Employer-employee relationship. The psychological contract from the Rational Theory

2021 ◽  
Vol 3 (1) ◽  
pp. 845-859
Author(s):  
Juan Herrera Ballesteros ◽  
Carlos de las Heras-Rosas
Keyword(s):  
Psychological Contract ◽  
Rational Theory ◽  
Employee Relationship

Manager-employee psychological contracts: enter the smartphone

2018 ◽  
Vol 40 (2) ◽  
pp. 193-207 ◽  
Author(s):  
Elena Obushenkova ◽  
Barbara Plester ◽  
Nigel Haworth
Keyword(s):  
Psychological Contract ◽  
Psychological Contracts ◽  
Psychological Climate ◽  
Structured Interviews ◽  
Content Type ◽  
Contract Formation ◽  
Development Change ◽  
Information And Communication ◽  
Employee Relationship ◽  
User Device

Purpose The purpose of this paper is to investigate how company-provided smartphones and user-device attachment influence the psychological contract between employees and managers in terms of connectivity expectations and outcomes. Design/methodology/approach Data were collected using qualitative semi-structured interviews with 28 participants from four organizations. Findings The study showed that when organizations provide smartphones to their employees, the smartphones become a part of the manager-employee relationship through user-device attachment and this can change connectivity expectations for both employees and managers. Research limitations/implications Due to participant numbers, these findings may not be generalizable to all employees and managers who receive company smartphones. However, the authors have important implications for theory. The smartphone influence on the psychological climate and its role as a signal for workplace expectations suggest that mobile information and communication technology devices must be considered in psychological contract formation, development, change and breach. Practical implications The perceived expectations can lead to hyper-connectivity which can have a number of negative performance and health outcomes such as technostress, burnout, absenteeism and work-life conflict. Social implications Smartphone usage and user-device attachment have the potential to redefine human relations by encouraging and normalizing hyper-connected relationships. Originality/value This study makes an original contribution to psychological contract theory by showing that smartphones and attachment to these devices create perceived expectations to stay connected to work and create negative outcomes, especially for managers.

A career stage perspective on employees' preferred psychological contract contributions and inducements

2011 ◽  
Vol 17 (6) ◽  
pp. 729-746 ◽  
Author(s):  
Chin Heng Low ◽  
Prashant Bordia
Keyword(s):  
Psychological Contract ◽  
Psychological Contracts ◽  
Career Stage ◽  
Stage Models ◽  
Employee Relationship

AbstractThe employer–employee relationship is underpinned by a psychological contract, which refers to employee beliefs about the exchange of employee contributions and employer inducements. However, there is limited understanding of how employers can shape psychological contracts to meet employees' needs and aspirations. Meeting these needs starts with an understanding of employees' preferences for psychological contract contributions and inducements. We propose that career stage models can be used to achieve that understanding. Using the career stage models of Dalton, Thompson, and Price (1977) and Super (1957), we derive insights into the preferred contributions and inducements, respectively, at various points of an employee's career lifecycle. These insights will help organizations create desirable psychological contracts and retain valued employees.

A career stage perspective on employees' preferred psychological contract contributions and inducements

2011 ◽  
Vol 17 (6) ◽  
pp. 729-746
Author(s):  
Chin Heng Low ◽  
Prashant Bordia
Keyword(s):  
Psychological Contract ◽  
Psychological Contracts ◽  
Career Stage ◽  
Stage Models ◽  
Employee Relationship

AbstractThe employer–employee relationship is underpinned by a psychological contract, which refers to employee beliefs about the exchange of employee contributions and employer inducements. However, there is limited understanding of how employers can shape psychological contracts to meet employees' needs and aspirations. Meeting these needs starts with an understanding of employees' preferences for psychological contract contributions and inducements. We propose that career stage models can be used to achieve that understanding. Using the career stage models of Dalton, Thompson, and Price (1977) and Super (1957), we derive insights into the preferred contributions and inducements, respectively, at various points of an employee's career lifecycle. These insights will help organizations create desirable psychological contracts and retain valued employees.

A career stage perspective on employees' preferred psychological contract contributions and inducements

2011 ◽  
Vol 17 (6) ◽  
pp. 729-746 ◽  
Author(s):  
Chin Heng Low ◽  
Prashant Bordia
Keyword(s):  
Psychological Contract ◽  
Psychological Contracts ◽  
Career Stage ◽  
Stage Models ◽  
Employee Relationship

Abstract The employer–employee relationship is underpinned by a psychological contract, which refers to employee beliefs about the exchange of employee contributions and employer inducements. However, there is limited understanding of how employers can shape psychological contracts to meet employees' needs and aspirations. Meeting these needs starts with an understanding of employees' preferences for psychological contract contributions and inducements. We propose that career stage models can be used to achieve that understanding. Using the career stage models of Dalton, Thompson, and Price (1977) and Super (1957), we derive insights into the preferred contributions and inducements, respectively, at various points of an employee's career lifecycle. These insights will help organizations create desirable psychological contracts and retain valued employees.

scholarly journals Psychological contract inducements and expectations conveyed to potential employees on organisations’ websites

2019 ◽  
Vol 17 ◽  
Author(s):  
Jaco Van Niekerk ◽  
Pharny Chrysler-Fox ◽  
Rene Van Wyk
Keyword(s):  
Content Analysis ◽  
Career Development ◽  
Psychological Contract ◽  
Financial Services ◽  
Quantitative Data ◽  
Quantitative Content ◽  
Potential Association ◽  
Managerial Implications ◽  
Employee Relationship ◽  
Value Add

Orientation: The employer–employee relationship is becoming increasingly strained, evidenced by the increase in cases referred to the Commission for Conciliation, Mediation and Arbitration. These disputes are presumed to be a consequence of breach of the psychological contract of undelivered expectations or obligations. There seems to be a need to improve the management of employer–employee relationships.Research purpose: The purpose of this investigation was to identify inducements and obligations made known by organisations on their websites.Motivation for the study: Clarity of inducements and expectations may provide a foundation to proactively improve the employer–employee relationship.Research approach/design and method: A quantitative content analysis was identified inducements and expectations on the websites of the 2015 Business Times Top 100 organisations. As two of the companies had merged with existing companies, a total of 98 companies were analysed. A codebook on content associated with the psychological contract generated quantitative data from a qualitative analysis.Main findings: Comparisons between different industries (manufacturing, wholesale and financial services) yielded significant differences between organisational policies and career development inducements. Comparisons revealed that organisations with a career section convey more inducements and expectations than organisations without a career section.Practical/managerial implications: Organisations are offered a means to identify inducements and expectations that are publicly conveyed through their websites and inform the psychological contract.Contribution/value-add: The findings contribute to existing theory of the psychological contract. More insight is gained into the expression of inducements and expectations and the potential association with employees’ psychological contract.

scholarly journals Psychological Contract Breach and Organizational Outcomes: Moderating Effect of Tenure

2019 ◽  
Vol 8 (S1) ◽  
pp. 46-51
Author(s):  
Sabu Varghese ◽  
M. S. Raju
Keyword(s):  
Job Satisfaction ◽  
Psychological Contract ◽  
Turnover Intention ◽  
Organizational Outcomes ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
Relational Contract ◽  
Employee Relationship ◽  
Employee Reactions ◽  
The Relationship

Conventional wisdom tells us that only if the employees are paid enough, they can be made happy consequently productive. However, studies have suggested that the nature of the relations between employer and employee have a vital role to play in employee’s job satisfaction, Likewise, employee’s intention to leave the organization is influenced by both money related factors and relational elements. Studies suggest that the nature of the employer-employee relationship significantly affects the employee perceptions and reactions. Psychological Contract is a model which will help one to understand the employer-employee relationship. The mutual expectations and obligations proportionate to each one’s contribution is a general way to define psychological contract. Research suggests that a breach of this contract can affect the organizational outcomes and employee reactions negatively. This study considers the psychological contract breach from the employees’ perspective. Although studies have been made on the effect of psychological contract breach on several organizational outcomes, little effort has been noticed to be made to study the effect of the commonly identified dimensions – relational contract breach and transactional contract breach- on the employee reactions. While social and emotional factors such as loyalty and support contribute to relational contract, compensation and personal benefits contribute to transactional contracts. This work is noteworthy as it assesses the effect of relational contract breach and transactional contract breach on job satisfaction and employee turnover intention. The study also examines the effect of individual level variable- tenure – on the relationship of RCB and TCB with job satisfaction and turnover intention. Respondents to this study were 228 teachers from the self-financing colleges in the district of Ernakulam, Kerala in India. The results suggest that relational and transactional contract breaches will lead to significant employee reactions- reduces job satisfaction and enhances turnover intention. Tenure moderates the relationship between relational contract breach and turnover intention but not between relational contract breach and job satisfaction. Conversely, tenure moderates the transactional contract breach- turnover intention relationship but not transactional contract breach- job satisfaction.

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.

Sign in / Sign up

Export Citation Format

Share Document