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Moorman, Robert H.; Harland, Lynn K.

doi:10.1023/a:1019629330766

Cited by 97 publications

(27 citation statements)

References 20 publications

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“…Rassuli, Karim, and Bingi (2012) found that temporary workers provide the client firm with OCB as the client firm will rehire temporary workers for new project contracts and provide positive references. Moorman and Harland (2002) also found a positive correlation between client commitment and a more general measure of discretionary behaviors. Chambel and Castanheira (2006) found that direct-hire temporary workers' psychological contract fulfillment had a positive influence on organizational citizen behaviors.…”

Section: Impact Of Psychological Contract Breach On Organizational CImentioning

confidence: 76%

“…Although the relationship between affective commitment and discretionary behaviors has generally been studied in traditional employment relationships, some authors have confirmed its existence in relationships involving temporary workers (Coyle-Shapiro & Kessler, 2002;Moorman & Harland, 2002;Lapalme, Simard & Tremblay, 2011). For example, Liden et al (2003) showed that temporary agency workers' commitment to the client was positively related to altruistic discretionary behaviors in the organization.…”

Section: Impact Of Psychological Contract Breach On Organizational CImentioning

confidence: 99%

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Psychological Contract Breach: Consequences of Unkept Promises of Permanent Employment

Ahmed

D’Netto

Chelliah

et al. 2016

CMR

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Adopting a psychological contract perspective, this study examines attitudinal and behavioral reactions of temporary employees to repeated broken promises of permanent employment by their employers. Data were collected through self-report and co-worker rating surveys from 140 bank employees in Bangladesh. To identify psychological contract breaches and employees' reactions, the data were analyzed using correlations and regressions. Past research has focused mainly on the organizational benefits of using temporary employees. In contrast, the results of our empirical study indicate that the continuous extension of involuntary temporary status resulted in lower self-reported and co-worker-rated organizational citizenship behaviors, higher self-reported and co-worker ratings of job neglect, and increased turnover intentions. The implications of a psychological contract breach in terms of managing a temporary workforce are also discussed. The findings present new knowledge of the attitudinal and behavioral consequences arising from employers' failure to honor their promise of permanent employment to long-term temporary Contemporary Management Research 184 employees. This research will be of particular interest to employers, employee advocates, human resource management practitioners, and academics in the field of management. However, the results cannot be generalized to all industry sectors or all types of temporary employees as the study covered temporary employees in the banking sector only.

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Section: Impact Of Psychological Contract Breach On Organizational CImentioning

confidence: 76%

Section: Impact Of Psychological Contract Breach On Organizational CImentioning

confidence: 99%

Psychological Contract Breach: Consequences of Unkept Promises of Permanent Employment

Ahmed

D’Netto

Chelliah

et al. 2016

CMR

View full text Add to dashboard Cite

show abstract

“…In Study 1, the sample involved part-time student employees. Student employees constitute a primary component of many workplaces ( Moorman and Harland, 2002 ) and previous investigations suggest that many organizational processes operate similarly across the part-time/full-time continuum ( Highhouse and Gillespie, 2009 ). Nonetheless, we do suggest that it would be useful to replicate the results of Study 1 within a sample of full-time employees.…”

Section: Discussionmentioning

confidence: 99%

Mindfulness and Voluntary Work Behavior: Further Support for an Affect Mediation Model

Robinson

Krishnakumar

2022

Front. Psychol.

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Mindfulness, defined in terms of greater attention and awareness concerning present experience, seems to have a number of psychological benefits, but very little of this research has focused on possible benefits within the workplace. Even so, mindfulness appears to buffer against stress and negative affect, which often predispose employees to deviant behaviors. Conversely, mindful employees may be more engaged with their jobs, which could support organizational citizenship. Two studies (total N = 418) pursued these ideas. In Study 1, part-time employees who were higher in dispositional mindfulness were less prone to job negative affect, which in turn predicted lower levels of workplace deviance. In Study 2, more mindful full-time employees were more engaged, and less stressed, and these variables mediated a portion of the relationship between mindfulness and organizational citizenship. Collectively, the two studies link mindfulness to both traditional forms of voluntary work behavior while highlighting mediational pathways.

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“…In fact, individuals who voluntarily choose to become temporary workers reveal higher levels of work satisfaction when compared with those whose choices were involuntary [49,50]. As pointed out by [51], the underlying reason for taking a temporary work assignment may indeed influence workers' outcomes. According to this research, temporary workers who desire to gain experience or learn useful skills showed more positive organizational citizenship behavior than those whose only goal was to earn money [51].…”

Section: Different Motivations Different Employment Relationshipsmentioning

confidence: 99%

“…As pointed out by [51], the underlying reason for taking a temporary work assignment may indeed influence workers' outcomes. According to this research, temporary workers who desire to gain experience or learn useful skills showed more positive organizational citizenship behavior than those whose only goal was to earn money [51].…”

Section: Different Motivations Different Employment Relationshipsmentioning

confidence: 99%

The Temporary Agency Worker’s Motivation Profile Analysis

Sobral

Chambel

Castanheira

2021

IJERPH

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The Self-Determination Theory (SDT) establishes that human motivations can take different forms (e.g., amotivation, extrinsic and intrinsic motivation), yet it is only recently that the theory has been advanced to explain how these different forms combine to influence temporary agency workers’ (TAWs) affective commitment and their perception over the human resources practices (HRP) applied. We tested this theory with data from seven temporary agency companies (N = 3766). Through latent profile analysis (LPA) we identified five distinct motivation profiles and found that they differed in their affective commitment to the agency and to the client-company, and in their perception of HRP. We verified that temporary agency workers in more intrinsic profiles had more positive outcomes and a better perception of the investment made by the companies, than did TAWs in more extrinsic profiles. Additionally, when TAWs were able to integrate the reasons for being in this work arrangement, the negative effect of the extrinsic motivation was attenuated, and it was possible to find moderated profiles in which TAWs also showed more positive results than TAWs with only extrinsic motives. These differences are consistent with the notion that a motivation profile provides a context that determines how the individual components are experienced. Theoretical and practical implications of this context effect are discussed.

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Untitled

Cited by 97 publications

References 20 publications

Psychological Contract Breach: Consequences of Unkept Promises of Permanent Employment

Psychological Contract Breach: Consequences of Unkept Promises of Permanent Employment

Mindfulness and Voluntary Work Behavior: Further Support for an Affect Mediation Model

The Temporary Agency Worker’s Motivation Profile Analysis

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