RESUMO -Este estudo procurou analisar a produção científica brasileira 2000-2010 sobre vínculos do empregado com a organização, abrangendo quatro temas principais: comprometimento organizacional, contratos psicológicos, cidadania organizacional e percepções de apoio e de justiça e equidade. Justifica essa escolha a importância dessas questões para o campo de pesquisa micro-organizacional e a intensa concentração de pesquisa sobre o tema. Sessenta e três artigos foram identificados. As análises seguiram três ênfases: aspectos metodológicos; conteúdos dos artigos, suas contribuições e limitações; e as redes de parcerias entre autores e instituições. Os resultados indicam altos níveis de nebulosidade conceitual e de sobreposição de instrumentos, e pouca interação entre grupos de pesquisa. Com base nos resultados, foi proposta uma agenda de pesquisa. O entendimento da gênese e da dinâmica dos vínculos existentes entre indivíduos e organizações tem clara repercussão sobre os processos referentes à gestão. Incide na formulação de políticas e no desenvolvimento de práticas e modelos mais específicos de como lidar com as pessoas, seus trabalhos, suas relações no interior das equipes, suas relações com os líderes e gestores. O estudo dessa questão básica tem o poder de articular aspectos teóricos e tecnológicos importantes para o desempenho das funções sociais esperadas das organizações. Por essas razões, a investigação desses vínculos assumiu centralidade no campo micro da disciplina de Comportamento Organizacional, em uma tradição que remonta aos anos de 1960 e antecede até mesmo a formalização da mencionada disciplina. PalavrasOs objetivos deste trabalho consistem em analisar e caracterizar, quantitativa e qualitativamente, a produção científica brasileira sobre os vínculos entre indivíduos e organizações; descrever as redes de pesquisadores responsáveis por essa produção na primeira década do século XXI; identificar tendências e lacunas fundamentais para a construção ou redirecionamento da agenda de pesquisa que mobiliza essa comunidade científica. Espera-se contribuir para aprofundar a discussão sobre os dilemas teóricos, conceituais e metodológicos que cercam o estudo dos vínculos do trabalhador com a sua organização empregadora e direcionar os esforços dos pesquisadores para que o conhecimento sobre esses vínculos avance.Diante do amplo e diversificado conjunto de vínculos do trabalhador, quatro construtos se destacam por se reportarem de forma mais direta ao vínculo que o indivíduo estabelece com a organização. São eles: comprometimento, contratos psicológicos, cidadania organizacional e percepções de suporte e de justiça e equidade. Os demais construtos integram dimensões de um desses citados (como é o caso da identificação com a organização) ou se associam a aspectos ou dimensões da vida organizacional mais específicos (como

SummaryPrevious studies on newcomer socialization have evidenced quite consistently that newcomers' affective commitment tends to decline in the first years of employment. In this paper, we attempt to explain why a minority of Brazilian newcomers in a governmental organization (N = 194) display growth in commitment (33 per cent) in the first 3 years of employment, despite the fact that the odds are clearly in favor of decline (62 per cent). We reasoned that the minority displaying growing commitment may have had qualitatively different work experiences or would have different personal characteristics. We used latent growth modeling and post hoc tests to analyze the hypotheses. Concerning individual differences, newcomers with growing commitment were on average older but did not have higher work centrality. Concerning work experiences, newcomers whose training matched the job (high person-job fit) and whose tasks were challenging were more prevalent in the growing commitment group. The newcomers who showed declining commitment were more likely to feel overwhelmed by the amount of work in the new role (high role overload) and were typically not promoted to higher ranks. Change in commitment also predicted self-reported performance (productivity and initiative) 3 years after organizational entry.

Low attrition and high job security in public organizations make the risk low for consequences of performing poorly. Climbing the ladder of job performance, what are the steps that should be in mind? The effects of fulfillment of the psychological contract and of affective organizational commitment on job performance were examined in a longitudinal study with employees and their line managers in a Brazilian public sector agency. We tested three models of mediation, aiming to better explain variance in job performance. This research design with employees and their bosses (N = 202) relieves common method bias and demonstrates in a robust and unique way, through a study carried out over two years, the effects of the fulfillment of the psychological contract on in-role job performance as well as the role of organizational commitment in this process. We found that fulfillment of the psychological contract explained variance in job performance, while commitment did not. However, the addition of organizational commitment as a mediating variable increased the explanatory power of the psychological contract. In our metaphor, psychological contract would be a significant step on the ladder, while commitment would be the difference in how much an individual can stretch his/her arms to reach the best job performance.

The goals of this study are to contribute to the understanding of the development of organizational commitment and to explore the relations among psychological contract fulfillment, organizational commitment, and job performance. This paper reports the findings of a longitudinal quanti-qualitative study conducted with newcomers over three years. We identified four trajectories of commitment development: Learning to Love, High Match, Honeymoon Hangover and Learning to Hate. The last one is originally proposed in this study, and it is represented by individuals who began work highly committed to the organization, but then their commitment levels decreased dramatically over time. We discuss some characteristics associated with these trajectories. Our results corroborate the assumption that psychological contract fulfillment is positively related to commitment. Nevertheless, our findings about the relationship between commitment and job performance were different according to the trajectories. The trajectories Learning to Love and Learning to Hate support the assumption that higher commitment levels would lead to better performance, and vice versa; however, the trajectories High Match and Honeymoon Hangover contradict it. We offer and discuss some possible explanations for these findings.

This article aims to contribute to the revision of the multidimensionality of the concept of commitment and the development of relevant research on the subject of misbehavior in the workplace, through the discussion on the basis of calculative commitment and its relation to behavior of negligence as a reaction to a state of dissatisfaction. The research was quantitative and the prospect was held in a public organization with offices in ten cities of Brazil. The sampling was random and stratified proportional by area of operation and resulted in 519 respondents. The instruments were: Awareness and trial of Organizational Retaliation Scale and Calculative Organizational Commitment Scale. The results show that employees of this organization have a low level of calculative commitment and low perception of retaliation, which indicates a positive relationship between the two constructs. These results corroborate other studies that show positive correlations between the calculative base and undesirable behaviors, the opposite way to other bases of multidimensional commitment - affectiveand normative - and thus confirm the suggestion of withdrawal of calculative basis  this concept, and treatment separately as organizational entrenchment.

The goal of this study was to examine changes in newcomers’ psychological contract over time. Based on schema theory and the post-violation model of the psychological contract, we theorized that psychological contract fulfillment is strengthening the psychological contract over time, while changes in the psychological contract are most likely to occur in a situation of low employer and employee fulfillment. In a sample of newcomers in a Brazilian public organization, we tested how the fulfillment of both employer and employee obligations explain the change in the psychological contract. The results support the hypotheses, and we found that the highest level of change in psychological contracts occurred when the fulfilments of the obligations of both parties were low. We discuss the implications for theory on the change in psychological contracts.

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