PurposeA survey study was conducted in seven best practice organizations in the field of talent management. By cross‐checking their existing high potential lists, the authors aimed to examine to which extent assessments of learning agility were able to predict being identified as a high potential or not above and beyond a baseline prediction by job performance. Furthermore, they aimed to investigate whether learning agility increased with career variety.Design/methodology/approachThe study had a case‐control design, comparing supervisor ratings of employees recently identified as high potentials (n=32) with supervisor ratings of a carefully matched control group of non‐high potentials (n=31).FindingsLearning agility (mediated by job content on‐the‐job learning) was found to be a better predictor of being identified as a high potential than job performance. Career variety was found to be positively associated to learning agility.Research limitations/implicationsThis study's design did not allow for the demonstration of causal effects. Longitudinal studies are needed to further clarify the causality of these findings and their implications for organizational performance.Practical implicationsOrganizations should do well to incorporate measures of learning agility into their high potential identification and development processes. Furthermore, they need to reflect on how HRM practices might enhance their high potentials' career variety and commitment.Originality/valueThe current study responds to urgent calls in the literature for more empirical research on the identification and development of high potentials, as well as on career variety.

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The ideological psychological contract (PC) describes perceived obligations related to an organization's mission, values, and principles. The lack of research regarding ideological PC breach and fulfilment is surprising, as theory states that this PC type has distinct effects on outcomes. We address this gap in the literature and investigate how ideological PC breach and fulfilment influence volunteers' work effort and whether this effect differs from relational PC breach and fulfilment. We measured promised and delivered ideological and relational inducements on two separate occasions and used polynomial regressions and response surface analyses to test our hypotheses. In the case of ideological PC fulfilment, results indicated that work effort increases in situations of mutual-low and mutual-high obligations. In the case of ideological PC breach, work effort increases in situations of under-and overfulfilment. We conclude that underfulfilment of ideological PCs differed from relational PCs, as work effort decreases in the case of the latter. Hence, our findings demonstrate the importance of considering the unique nature of ideological obligations in the PC literature.

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Two major evolutions have been reported to occur in the nonprofit sector during the past decades. Both the nature of nonprofit organizations (NPOs) and of volunteering style are changing. While this creates challenges for NPO governance and management, little is known about the process or the outcomes of these two developments. We propose a two-dimensional conceptual model to explain how the aforementioned evolutions influence the attitudes and behavior of volunteers, based on psychological contract theory. More specifically, we posit that both evolutions create tensions in volunteers' psychological contracts that could lead to contract breach. We formulate twelve propositions on the nature of this psychological contract breach and the resulting attitudes and behavior of volunteers. Finally, we offer some possible solutions that NPO boards and managers can apply to cope with these challenges.Résumé L'émergence de deux évolutions majeures a été signalée dans le secteur caritatif au cours des dernières décennies. La nature des organisations sans but lucratif (NPO) comme le style du bénévolat se transforment. Si ceci est à l'origine de difficultés pour la gouvernance et la gestion des NPO, peu d'éléments sont à notre disposition quant au processus ou aux résultats de ces deux développements. Nous proposons un modèle conceptuel selon deux dimensions afin d'expliquer comment les évolutions précitées influencent les attitudes et le comportement des bénévoles, sur la base de la théorie du contrat psychologique. Nous postulons plus précisément que ces deux évolutions sont créatrices de tensions pour les contrats psychologiques des bénévoles, susceptibles de conduire à une rupture de ces derniers. Douze propositions sont formulées sur la nature de la rupture de ce contrat psychologique et des attitudes comme du comportement des bénévoles en résultant. Enfin, nous proposons certaines solutions potentielles que les conseils d'administration et responsables des NPO peuvent mettre en place pour faire face à ces difficultés.Zusammenfassung In den vergangenen zwei Jahrzehnten waren zwei wesentliche Entwicklungen im Nonprofit-Sektor zu beobachten. Sowohl die Nonprofit-Organisationen als auch die gemeinnützige Arbeit haben veränderte Formen angenommen. Während dies Herausforderungen für die Leitung und das Management von Nonprofit-Organisationen darstellt, ist nur wenig über den Prozess oder die Folgen dieser beiden Entwicklungen bekannt. Beruhend auf der psychologischen Vertragstheorie schlagen wir ein zweidimensionales konzeptionelles Modell vor, um zu erörtern, wie sich die vorgenannten Entwicklungen auf die Einstellungen und Verhaltensweisen ehrenamtlich Tätiger auswirken. Im Einzelnen behaupten wir, dass beide Entwicklungen zu Spannungen in den psychologischen Verträgen ehrenamtlich Tätiger führen, die einen Vertragsbruch zur Folge haben könnten. Wir formulieren zwölf Ansätze zur Wesensart dieses psychologischen Vertragsbruchs und den daraus resultierenden Einstellungen und Verhaltensweisen der ehrenamtlich Tätigen. Abschlie...

This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see www. futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never "finished." It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us.

While it has been shown that psychological contract breach leads to detrimental outcomes, relatively little is known about factors leading to perceptions of breach. We examine if job demands and resources predict breach perceptions. We argue that perceiving high demands elicits negative affect, while perceiving high resources stimulates positive affect. Positive and negative affect, in turn, influence the likelihood that psychological contract breaches are perceived. We conducted two experience sampling studies to test our hypotheses: the first using daily surveys in a sample of volunteers, the second using weekly surveys in samples of volunteers and paid employees. Our results confirm that job demands and resources are associated with negative and positive affect respectively. Mediation analyses revealed that people who experienced high job resources were less likely to report psychological contract breach, because they experienced high levels of positive affect. The mediating role of negative affect was more complex, as it increased the likelihood to perceive psychological contract breach, but only in the short-term.