A Sensemaking Model of Employee Evaluation of Psychological Contract Fulfillment

Chaudhry, Anjali; Wayne, Sandy J.; Schalk, René

doi:10.1177/0021886309341739

Cited by 71 publications

(91 citation statements)

References 73 publications

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“…must be seen as an unstable mixture of fabulation and actual experience. (Ricoeur, 1992: 162) A brief overview of sensemaking and narrative Sensemaking is often seen as a rational, intellectual process represented through cognitive schemas and models (Chaudry et al, 2009;Grant et al, 2008;Jeong and Brower, 2008). Much of this work assumes there are common meanings and mechanisms, structures, processes and characteristics of sensemaking, and that it is a collaborative activity used to create, legitimate and sustain organizational practices or leadership roles (Holt and Macpherson, 2010;Maclean et al, 2012).…”

Section: Embodied Narrative Sensemakingmentioning

confidence: 99%

From hero to villain to hero: Making experience sensible through embodied narrative sensemaking

2012

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This article aims to make a contribution to the literature by addressing an undertheorized aspect of sensemaking: its embodied narrative nature. We do so by integrating a hermeneutic phenomenological perspective of narrative and storytelling with a documentary case taken from a filmed tour of a sports team to illustrate the process of sensemaking around a specific event. We argue that we make our lives, ourselves and our experience 'sensible' in embodied interpretations and interactions with others. We suggest this occurs within contested, embedded, narrative performances in which we try to construct sensible and plausible accounts that are responsive to the moment and to retrospective and anticipatory narratives.

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Section: Embodied Narrative Sensemakingmentioning

confidence: 99%

From hero to villain to hero: Making experience sensible through embodied narrative sensemaking

2012

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“…The behavioral outcome is supervisor ratings of job performance, i.e., the extent to which an employee meets task requirements (Griffin, Neal & Parker, 2007) and the attitudinal outcome is psychological contract fulfillment, which concerns employee beliefs on whether the organization has fulfilled its obligation to provide suitable work and employment characteristics (Rousseau, 1995). We examined employee well-being as its improvement was a central objective of the job redesign intervention.Job performance and psychological contract fulfillment were chosen as they are important behavioral and attitudinal outcomes that may be influenced by a job redesign intervention (Chaudhry, Wayne & Schalk, 2009;Judge & Kammeyer-Mueller, 2012; Parker & Wall, 1998). …”

mentioning

confidence: 99%

Can job redesign interventions influence a broad range of employee outcomes by changing multiple job characteristics? A quasi-experimental study.

Holman¹,

Axtell²

2016

Journal of Occupational Health Psychology

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Many job redesign interventions are based on a 'multiple mediator/multiple outcome' model in which the job redesign intervention indirectly influences a broad range of employee outcomes by changing multiple job characteristics. As this model remains untested, the aim of this study is to test a 'multiple mediator/multiple outcome' model of job redesign. Multilevel analysis of data from a quasi-experimental job redesign intervention in a call centre confirmed the hypothesized model and showed that the job redesign intervention affected a broad range of employee outcomes (i.e., employee well-being, psychological contract fulfillment, and supervisor-rated job performance) through changes in two job characteristics (i.e., job control, feedback). The results provide further evidence for the efficacy and mechanisms of job redesign interventions. Key Words; job redesign, quasi-experiment, well-being, performance, psychological contract, call centre 3 Job redesign interventions are planned change initiatives that aim to modify job characteristics as a means of enhancing employee outcomes such as well-being and job performance (Parker & Wall, 1999;Semmer, 2006). Within the literature on job redesign, there is an increasing interest in understanding why job redesign interventions lead to successful outcomes (Biron, Karinka-Murray & Cooper, 2011). One approach to examining this issue has been to establish whether a change in job characteristics is the mechanism through which job redesign interventions have their effects. Specifically, studies have tested two models of this mediational process. The first is a 'single mediator/multiple outcome' model in which a job redesign intervention influences multiple types of employee outcome (e.g., affective, behavioral and attitudinal) through a change in one job characteristic, such as job control (Bond & Bunce, 2001;Bond, Flaxman & Bunce, 2008;Logan & Ganster, 2005). The second is a 'multiple mediator/single outcome' model in which a job design intervention influences one type of employee outcome (e.g., affect) by changing multiple job characteristics such as job control, feedback and participation (Holman, Axtell, Sprigg, Totterdell, & Wall, 2009).Many job redesign interventions are based on a 'multiple mediator/multiple outcome' model in which the job redesign intervention influences a broad range of employee outcomes by making changes to multiple job characteristics (Semmer, 2008). But this model of the job redesign process has not been tested, so there is little evidence for the efficacy of job redesign interventions based on it. Indeed, it is possible that intervention-induced changes to multiple job characteristics may only affect one type of employee outcome, or that changes to multiple outcomes might only occur when a single job characteristic is changed (Bond & Bunce, 2001).The main aim of this paper is therefore to test a 'multiple mediator/multiple outcome' model of 4 job redesign intervention by examining whether a job redesign intervention can enhance a range of...

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“…Chaudhry et al, 2009;De Vos et al, 2003). A sensemaking framework focuses on how internal interim leaders perceive and enact their roles based on their perceptions.…”

Section: A Sensemaking Perspective On Internal Interimsmentioning

confidence: 99%

Considering the temporary leader in temporary work arrangements: Sensemaking processes of internal interim leaders

Browning

McNamee

2012

Human Relations

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Though temporary work arrangements have garnered increased attention among scholars and practitioners, there has been little research into internal interim leaders (i.e. interims hired from within the organization) as a distinct case of temporary worker and leader. Internal interims are a fixture in organizational leadership and often serve during critical periods of change. As such, it is important to examine these leaders' actions and the social, organizational, and individual dynamics that inform them. Toward this end, the present study examines the sensemaking processes of 24 internal interims using a qualitative approach. We describe five distinct sensemaking processes (dutiful, traditional, aspiring, reluctant, and self-conscious) shared by the 24 participants and discuss how several social dynamics (message valence and consistency) and individual factors (prior leadership and future aspirations) influenced these divergent processes. Further, we contend that internal interims adopt more passive (caretaking) or proactive (trailblazing) styles of leadership based on these socially and individually informed sensemaking processes. Finally, we highlight directions for future research (motivating factors for serving as an internal interim, experiences with stigma and alienation, and processes of identity formation and identification) that may concomitantly enhance our understandings of internal interims as well as temporary workers and leaders at large.

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A Sensemaking Model of Employee Evaluation of Psychological Contract Fulfillment

Cited by 71 publications

References 73 publications

From hero to villain to hero: Making experience sensible through embodied narrative sensemaking

From hero to villain to hero: Making experience sensible through embodied narrative sensemaking

Can job redesign interventions influence a broad range of employee outcomes by changing multiple job characteristics? A quasi-experimental study.

Considering the temporary leader in temporary work arrangements: Sensemaking processes of internal interim leaders

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