scholarly journals Conceptualisation of Psychological Contract: Definitions, Typologies and Measurement

2021 ◽  
Vol 8 (2) ◽  
pp. 1
Author(s):  
Larysa Botha ◽  
Renier Steyn
Keyword(s):  
Psychological Contract ◽  
Psychological Contracts ◽  
Future Research ◽  
Measuring Instruments ◽  
Relational Contracts ◽  
Body Of Knowledge ◽  
Comprehensive Literature Review ◽  
Managerial Implications ◽  
Measuring Scale ◽  
Large Quantum

Background: Psychological contracts, and particularly the honouring of these contracts – are central to employee behaviour and organisational success. The interest of academics and practitioners in this construct is therefore understandable. However, due to the immense amount of information on the topic, a comprehensive review of the literature is necessary. Aim: The aim of this article is to present a critical review on the conceptualisation of the psychological contract, distilling and operationalising the concept, to ensure that debate and future research are linked to a dominant body of knowledge. Setting: Present literature on psychological contracts is fragmented as no conceptual standardisation exists. Method: A comprehensive literature review was conducted to obtain a large quantum of conceptualisations of the construct and evaluate these for breadth of adoption, consensus, and operationalisation. Results: After reviewing reputable sources published between 1960 and 2020, a standard definition proposed, the most recognised typologies specified, and sound measures identified. It was found that Rousseau’s (1995) definition and typologies (transactional and relational contracts) are still widely used, and that the measuring scale for transactional and relational contracts by Millward and Hopkins (1998) demonstrates good psychometric properties and broadly utilised. Conclusion: Since its inception, several amended definitions, typologies, and measurement of the psychological contract have been presented. Nonetheless, the original conceptualisations still seem to prevail. Managerial implications: Researchers and practitioners are now aware of the most widely adopted definitions, typologies and measuring instruments relating to psychological contract and these should guide them in future discussions and research in the field.

scholarly journals Conceptualisation of Employee Voice: Definitions, Typologies and Measurement

2020 ◽  
Vol 10 (3) ◽  
pp. 134
Author(s):  
Larysa Botha ◽  
Renier Steyn
Keyword(s):  
Literature Review ◽  
Psychometric Properties ◽  
Employee Voice ◽  
Future Research ◽  
Measuring Instruments ◽  
Measuring Instrument ◽  
Validity And Reliability ◽  
Body Of Knowledge ◽  
Comprehensive Literature Review ◽  
Managerial Implications

Background: Voice, as an important employee behaviour, channels ideas, concerns, and suggestions upward in the organisation and is often the only way for managers to become aware of issues and problems that, potentially, may be detrimental to the organisation’s performance. Aim: The aim of this article is to present a review on the conceptualisation of voice, with the focus on the different ways in which the concept is defined, categorised and measured. This is required as a comprehensive and contemporary operationalisation of voice and will ensure that future research is linked to the dominant body of knowledge. Setting: Literature presents employee voice behaviour in divergent ways, which applies to the definition, typologies and measurement of voice. This divergence poses a challenge for researchers and practitioners alike. Method: A comprehensive literature review was conducted to obtain a large spectrum of definitions, categorisations and assessments of voice. These were examined for breadth of adoption, consensus in terms of elements and, in the case of assessment, the acceptability of psychometric properties of measuring instruments. Results: After reviewing a substantial number of the articles published in peer-reviewed journals between the years 1970 and 2019, the three most popular definitions of voice are presented, the three most common conceptualisations on the forms/types of voice identified, and three most-used measuring scales with acceptable validity and reliability acknowledged. The definition, typologies, and measuring instrument proposed by Maynes and Podsakoff (2014) seems to be the standard in voice research. Their theorising on all three aspects is well accepted and forms the basis for many recent studies on voice. Conclusion: Building on previous research, and considering recent publications, the comprehensive conceptualisation of voice is best described by the seminal work of Maynes and Podsakoff (2014), which integrates the extant knowledge on the topic and how it is operationalised. Managerial implications: Researchers and practitioners are now aware of most adopted and authoritative conceptualisations of employee voice behaviour, which should provide them with greater confidence to engage in discussions on the topic as well as in facilitating research in the future.

Impersonal Trust in B2B Electronic Commerce

2003 ◽  
pp. 239-257
Author(s):  
Paul A. Pavlou
Keyword(s):  
Future Research ◽  
Repeated Interaction ◽  
Body Of Knowledge ◽  
Institutional Structures ◽  
Interfirm Relations ◽  
Managerial Implications ◽  
B2b Exchanges ◽  
Reduce Risk ◽  
Underlying Processes

Although the notion of impersonal trust is not new, its significance has dramatically increased with the emergence of interorganizational eCommerce. Two types of trust are usually distinguished in interfirm exchange relations–an impersonal type created by structural arrangements, and a familiarity type arising from repeated interaction. This chapter contributes to the emerging body of knowledge regarding the role of trust in B2B eCommerce, which is primarily impersonal. The nature of trust is examined, and credibility and benevolence are defined as its distinct dimensions. Impersonal trust-primarily arising from credibility-focuses on institutional structures that B2B exchanges enable through signals and incentives to facilitate interfirm relations. Following the economic, sociological and marketing literature on the sources and processes under which trust engenders, a set of three cognitive processes that generate impersonal trust is determined. Applied to B2B exchanges, four antecedents of impersonal trust are proposed to trigger these processes: accreditation, feedback, monitoring and legal bonds. In addition, impersonal trust is proposed to increase satisfaction, reduce risk, encourage anticipated continuity and promote favorable pricing. A theoretical framework is then proposed that specifies the interrelationships between the antecedents, underlying processes and consequences of impersonal trust in B2B eCommerce. The theoretical and managerial implications of this study on B2B eCommerce are discussed, and directions for future research are proposed.

scholarly journals The double psychological contracts of temporary agency workers

2014 ◽  
Vol 36 (6) ◽  
pp. 708-726 ◽  
Author(s):  
Manuela Morf ◽  
Alexandra Arnold ◽  
Bruno Staffelbach
Keyword(s):  
Psychological Contract ◽  
Online Survey ◽  
Job Attitudes ◽  
Psychological Contracts ◽  
Future Research ◽  
Temporary Work ◽  
Content Type ◽  
Traditional Work ◽  
Temporary Work Agencies ◽  
Temporary Agency Workers

Purpose – The purpose of this paper is to investigate how temporary agency workers’ job attitudes are influenced by the fulfilment of the psychological contract; a set of employees’ expectations, formed with the temporary work agency and its client: the host organisation. Design/methodology/approach – The paper estimated moderated regressions with data collected through an online survey of 352 temporary agency workers employed by a large temporary work agency in Switzerland. Findings – Results suggest that temporary agency workers’ job satisfaction, commitment towards the host organisation, and intentions to stay with the temporary work agency relate positively to the fulfilment of the psychological contract by both organisations. Additionally, reported spill-over-effects imply that the fulfilment of the psychological contract by one organisation moderates job attitudes towards the other organisations. Research limitations/implications – Results of the explorative study reveal that future research should consider the interrelated nature of psychological contracts in working arrangements when multiple employers are involved. However, for more generalisable results, a greater international sample, including different temporary work agencies, would be favourable. Practical implications – Findings will help temporary work agencies to better understand how they rely on host organisations to fulfil the temporary agency workers’ psychological contract to attract and retain temporary agency workers. Originality/value – This paper contributes to the literature in the understudied field of non-traditional work arrangements as one of the few to examine these spill-over-effects both empirically and theoretically.

Psychological Contracts: Past, Present, and Future

2019 ◽  
Vol 6 (1) ◽  
pp. 145-169 ◽  
Author(s):  
Jacqueline A.-M. Coyle-Shapiro ◽  
Sandra Pereira Costa ◽  
Wiebke Doden ◽  
Chiachi Chang
Keyword(s):  
Psychological Contract ◽  
Psychological Needs ◽  
Psychological Contracts ◽  
Employee Health ◽  
Future Research ◽  
Contract Breach ◽  
Contract Research ◽  
Outcome Relationship ◽  
Practical Implications

We provide a review of psychological contract research, beginning with past conceptualizations and empirical evidence. We tailor this retrospective look by reviewing the antecedents and outcomes associated with psychological contract breach and discussing the dominant theoretical explanations for the breach-outcome relationship. This synthesis of past evidence provides the foundation for reviewing the present emerging and developing themes in psychological contract research. This discussion is organized around the expansion of resources exchanged and the antecedents of contract breach and outcomes, moving beyond reciprocity as an underpinning explanation. We highlight the practical implications of research to date on psychological contracts and end with directions for future research to include the need for greater attention given to ideological currency, employee health, polycontextual approaches, the role of psychological needs, and post-breach/violation.

scholarly journals Management Styles and Decision-Making: Pro-Ecological Strategy Approach

2021 ◽  
Vol 13 (4) ◽  
pp. 1604
Author(s):  
Adam Sulich ◽  
Letycja Sołoducho-Pelc ◽  
Marcos Ferasso
Keyword(s):  
Decision Making ◽  
Research Question ◽  
Management Style ◽  
Future Research ◽  
Management Styles ◽  
Ecological Strategy ◽  
Comprehensive Literature Review ◽  
Managerial Implications ◽  
Ecological Dimension ◽  
Color Symbol

Management style and decision-making create an organization’s culture and influence its performance also in the pro-ecological dimension. Therefore, this paper’s originality lies in how it explores the effect of management style to inform our understanding of decision-making when using a sustainable approach. However, the cause-and-effect relations between decisions and management style remain vastly unexplored. The paper’s aim is to explore whether the management style serves as a basis for decision-making or if it is an effect of decisions. This research addresses a research question: is the management style a basis for decision-making or an effect of the decisions in a pro-ecological context? We used a comprehensive literature review by using inductive and deductive approaches to analyze the relations between decision-making and management style. The paper also illustrates how organizational culture images can inform accounts of business realities influencing organizations’ green strategies. The analogies followed relations between color symbol and guiding metaphor. The article presents a theoretical discussion on the influence of management style on decision-making in the organization, based on original literature research in pro-ecological strategy related decisions. As a result, a decision-making style model is proposed. This nonorthodox approach might open up new avenues of thought in the field of decision-making, management styles, and pro-ecological strategy. Theoretical and managerial implications and directions for future research are also addressed.

Impersonal Trust in B2B Electronic Commerce

2002 ◽  
pp. 71-90
Author(s):  
Paul A. Pavlou
Keyword(s):  
Future Research ◽  
Repeated Interaction ◽  
Body Of Knowledge ◽  
Institutional Structures ◽  
Interfirm Relations ◽  
Managerial Implications ◽  
B2b Exchanges ◽  
Reduce Risk ◽  
Underlying Processes

Although the notion of impersonal trust is not new, its significance has dramatically increased with the emergence of interorganizational eCommerce. Two types of trust are usually distinguished in interfirm exchange relations–an impersonal type created by structural arrangements, and a familiarity type arising from repeated interaction. This chapter contributes to the emerging body of knowledge regarding the role of trust in B2B eCommerce, which is primarily impersonal. The nature of trust is examined, and credibility and benevolence are defined as its distinct dimensions. Impersonal trust-primarily arising from credibility-focuses on institutional structures that B2B exchanges enable through signals and incentives to facilitate interfirm relations. Following the economic, sociological and marketing literature on the sources and processes under which trust engenders, a set of three cognitive processes that generate impersonal trust is determined. Applied to B2B exchanges, four antecedents of impersonal trust are proposed to trigger these processes: accreditation, feedback, monitoring and legal bonds. In addition, impersonal trust is proposed to increase satisfaction, reduce risk, encourage anticipated continuity and promote favorable pricing. A theoretical framework is then proposed that specifies the interrelationships between the antecedents, underlying processes and consequences of impersonal trust in B2B eCommerce. The theoretical and managerial implications of this study on B2B eCommerce are discussed, and directions for future research are proposed.

Fulfilling employees’ psychological contracts: organizational socialization’s role

2017 ◽  
Vol 38 (1) ◽  
pp. 42-55 ◽  
Author(s):  
Jason D. DeBode ◽  
Kevin W. Mossholder ◽  
Alan G. Walker
Keyword(s):  
Psychological Contract ◽  
Psychological Contracts ◽  
Future Research ◽  
Online Data ◽  
Content Type ◽  
New Employees ◽  
Mediating Role ◽  
Psychological Contract Fulfillment ◽  
Person Organization Fit ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of psychological contract fulfillment in the relationship between socialization tactics and attachment-related outcomes (i.e. organizational commitment and person-organization fit). Design/methodology/approach Data were obtained from online data collection services which allowed for a custom sample of new employees (n=326) from a variety of organizations and industries. Findings Psychological contract fulfillment partially mediated the relationship between one socialization tactic (i.e. social) and attachment-related outcomes. Post hoc analyses offered support for a hierarchy of socialization tactics with respect to prediction of organization-relevant outcomes. Research limitations/implications Researchers and practitioners have long believed socialization plays an important role in creating successful new employees. However, researchers have yet to adequately examine the mechanisms facilitating these relationships. This study advances the socialization literature by highlighting one such mechanism – psychological contract fulfillment. Originality/value This study seeks to explore the “black box” of socialization. Specifically, whereas prior work has suggested one tactic (i.e. social) may be more important than others, this is among the few studies exploring a potential hierarchy of socialization tactics. The authors then discuss the implications of this hierarchy for future research.

scholarly journals The effect of human resource practices on psychological contracts at an iron ore mining company in South Africa

2011 ◽  
Vol 9 (1) ◽  
Author(s):  
Caren B. Scheepers ◽  
Johannes G. Shuping
Keyword(s):  
South Africa ◽  
Human Resource ◽  
Psychological Contract ◽  
Iron Ore ◽  
Training And Development ◽  
Psychological Contracts ◽  
Human Resource Practices ◽  
Relational Contracts ◽  
Mining Company ◽  
The Relationship

Orientation: Human resource practices influence the psychological contract between employee and employer and, ultimately, organisational performance. Research purpose: The objective of this study was to examine the effect of human resource practices on the types of psychological contracts in an iron ore mining company in South Africa empirically. Motivation for the study: Although there have been a number of conceptual studies on the effect of human resource practices on psychological contracts, there has been no effort to synthesise the links between these contracts and various human resource practices systematically. This study endeavoured to provide quantitative evidence to verify or refute conceptual studies on this relationship. Its findings could inform human resource strategies and, ultimately, the prioritisation of human resource practices to improve the cost-effective allocation of resources.Research design, approach and method: The researchers administered two questionnaires. These were Rousseau’s Psychological Contract Inventory (2000) and the Human Resource Practices Scale of Geringer, Colette and Milliman (2002). The researchers conducted the study with 936 knowledge workers at an iron ore mining company in South Africa. They achieved a 32% response rate.Main findings: The findings showed that most participants have relational contracts with the organisation. Another 22% have balanced contracts, 8% have transitional contracts whilst only 1% have transactional contracts. The study suggests that there are relationships between these psychological contracts and specific human resource practices. The study found that training and development was the most important human resource practice for developing relational and balanced contracts. Employees thought that they contributed more than their employer did to the relationship. The researchers developed a model to illustrate the influence of the various human resource practices on psychological contracts.Practical/managerial implications: The influence of human resource practices on relational contracts could assist organisations to invest in human resource practices. During recessions, organisations tend to reduce expenditure on human resource practices, especially training and development. The findings of this study, about the relationship between training and development and relational contracts, highlight the negative effect that this trend could have on psychological contracts, individual and organisational behaviour and, ultimately, organisational performance.Contribution/value-add: Based on this empirical study, the researchers proposed a conceptual model to illustrate the relationship between different psychological contracts and specific human resource practices, like training and development, which had the strongest relationships with relational contracts.

scholarly journals Towards a contingent model of key staff retention: The new psychological contract reconsidered

2001 ◽  
Vol 32 (1) ◽  
pp. 1-9 ◽  
Author(s):  
Gregory Lee
Keyword(s):  
Psychological Contract ◽  
Business Environment ◽  
Psychological Contracts ◽  
Future Research ◽  
Staff Retention ◽  
Global Business ◽  
Employee Groups ◽  
Research Propositions ◽  
Key Staff ◽  
Sustainable Competitive Advantages

Theories and evidence of widespread changes in employment relationships abound in literature. The organisational environment is increasingly characterised by mandates of flexibility, reorganisation, reengineering and downsizing. As a result, traditional perceptions of what is owed between an employee and an organisation are subject to reappraisal. Such perceptions are encapsulated by the concept of the ‘psychological contract’. Evidence suggests that in the transient global business environment, the psychological contract of employees and organisational representatives may be shifting towards a far more transactional paradigm. Transactional contracts describe perceptions that employment obligations are more short-term, work content based and less relational. However in the case of key employee groups, such transactional relationships may conflict with an organisation’s need to retain its core skills and knowledge that form one of its only truly sustainable competitive advantages. Therefore divergent and varied psychological contracts increase the difficulty of decisions regarding the long-term retention of key employees. An explanatory model is therefore presented here, allowing for the various permutations and effects on key staff retention that may arise from such differing perceptions. Organisational solutions and research propositions are suggested for future research.

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.

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