An Organisational Perspective on Psychological Contracts

Petersitzke, Maida

doi:10.1007/978-3-8349-8194-3_4

Cited by 2 publications

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“…Therefore, it calls for examination of psychological contract in different cultural settings. Further, the literature strongly argues in favour of the need for a new psychological contract (Petersitzke, 2009). Considering the strong linkage between psychological contract and critical organizational outcomes like turnover (Deery et al, 2006; Vos and Meganck, 2009), organizational citizenship behaviour, organization commitment, in-role performance (Zhao et al, 2007) and job satisfaction (Coyle-Shapiro and Kessler, 2000; Deery et al, 2006; Pate et al, 2003) and its idiosyncratic nature (Rousseau, 2000).…”

Section: Psychological Contractmentioning

confidence: 99%

State of Psychological Contract in India: Managing the ‘New Deal’

Agarwal

2015

Global Business Review

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The article explores the contents of psychological contract in the light of changes that has taken place in India and considering the dynamic nature of psychological contract. A shift in obligations from both sides has been observed. A multiple method approach is used involving: semi-structured interviews, focus group discussions, the Delphi method and surveys. The findings reveal new contents of psychological contract. The article provides insight into how employee obligations towards employer have changed. The findings have implications for both researchers and practitioners in understanding the employee-employer relationship. The novel contents of psychological contract are identified and the article provides a framework to measure psychological contract. The significance of the emerging contents of psychological contract is discussed.

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Section: Psychological Contractmentioning

confidence: 99%

State of Psychological Contract in India: Managing the ‘New Deal’

Agarwal

2015

Global Business Review

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Opportunistic silence: ignited by psychological contract breach, instigated by hostile attribution bias

Jahanzeb,

Bouckenooghe,

Fatima

et al. 2024

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PurposeDrawing on social exchange literature, this study explores the mediating role of affective commitment between employees' assessments of contract breaches and opportunistic silence, along with the invigorating effect of hostile attribution bias.Design/methodology/approachWe tested the hypotheses using multi-wave data collected from employees working in higher education institutions in Pakistan.FindingsPerceived contract breaches elicit intentional, selfish and retaliatory motives of silence, largely because employees lack emotional attachments to their organization. This mechanism is more prominent among employees who tend to blame others and perceive them as antagonistic even when they are not.Practical implicationsFor human resource managers, this investigation highlights a crucial feature – affective commitment – by which employees' perceptions of psychological contract breaches facilitate opportunistic silence. Our results suggest that this process is more likely to intensify when employees have distorted thinking, motivating them to attribute the worst motives to their employer's actions.Social implicationsPerceived contract breaches within universities can have far-reaching societal consequences, affecting trust, reputation, economic stability, and the overall quality and accessibility of education and research. Addressing and preventing such breaches is essential to maintaining the positive societal role of universities.Originality/valueThis study provides novel insights into the process that underlies the connection between perceived contract breach and opportunistic silence by revealing the hitherto overlooked role of employees' hostile attribution bias, which renders them more susceptible to experiencing unfavorable forms of social exchange.

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An Organisational Perspective on Psychological Contracts

Cited by 2 publications

References 0 publications

State of Psychological Contract in India: Managing the ‘New Deal’

State of Psychological Contract in India: Managing the ‘New Deal’

Opportunistic silence: ignited by psychological contract breach, instigated by hostile attribution bias

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