From HRM to psychological contracting - the case of Finnish mobile content producing companies

The Relationship between Recruitment, Affective Commitment, Relational Contract and Productivity in Organizations in Lusaka-Zambia

“…The result is in agreement with the findings of Ofobruku et al, (2013), who recommended that for the hospitality business to be successful it must adhere to keeping good staff, gain employee and guest/customers loyalty that improve their market share, this could be achieved through the employment of best practice in employee recruitment. The result is also in agreement with the findings of Yesufu (2016) and Seeck et al (2010). Yesufu (2016) disclosed that employees' perception of the recruitment and selection, training and development and compensation and benefits of human resource practices have positive significant effects on the relational and balanced psychological contracts of academics, thereby building commitment, loyalty and the desire for professional and career development.…”

“…In some intriguing research studies done by Seeck et al (2010), Obeidat et al (2014) and Yesufu (2016) in different geographical economies on organizations and human resource practices, some insightful outcomes were disclosed. Seeck et al (2010) explored how human resource management was currently intended, used and experienced in ten Finnish companies operating in the field of telecommunications focusing more on how psychological contracts were created and maintained, and studied their relationship with human resource management as a means of either direct or indirect control. With recruitment emerging as the top employer priority, employees voluntarily assumed the obligation to exercise organizational control as part of their psychological contract in exchange for the freedom and autonomy that they enjoyed.…”

The link between HR practices, psychological contract fulfilment, and organisational performance in Greece: An economic crisis perspective

“…Therefore, it has been argued that psychological contract mediates the relationship between HR practices and organizational performance (Tekleab, Lepak & Bartol, 2001;Guest & Conway, 2004). This means that better HR practices will produce superior psychological contracts, which by incorporating healthier employee attitudes will improve organizational performance (Seeck & Parzefall, 2010). Therefore, we hypothesize that:…”

“…Third, there is a scarcity of research considering that HR practices are antecedents of employer and employee promises fulfilment (Taylor & Tekleab, 2004;Suazo, Martinez & Sandoval, 2009), especially for non-Western contexts investigating the HR practices -psychological contract -organizational performance relationship (Pate, Martin & McGoldrick, 2003). Fourth, although the concept of psychological contract originated from outside HRM literature, it is used in explaining how HR practices predict employee attitudes and behaviours within the psychological contract (Guest & Conway, 2002;Cullinane & Dundon, 2006;Seeck & Parzefall, 2010).…”

Psychological contract research: older, but is it wiser?

“…The issue of more precisely specifying the exchange links between employee contributions and organizational inducements is very underresearched (for exceptions see Seeck & Parzefall, 2010;Solberg & Dysvik, 2016). We know in very general terms that employees' broad aggregated assessments of the contents of their psychological contracts over many items have been found to correlate with certain outcomes (e.g., Raja, Johns, & Ntalianis, 2004), but have little insight as to whether the exchange can be more precisely specified.…”