Change and employee behaviour

Schalk, René; Campbell, Jennifer; Freese, Charissa

doi:10.1108/01437739810210202

Cited by 71 publications

(55 citation statements)

References 14 publications

(14 reference statements)

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“…Fulfillment of obligations, or its negative counterpart breach (non-fulfillment) has been related to a range of work outcomes such as affective commitment (Coyle-Shapiro and Kessler 2000;Tekleab and Taylor 2000) and turnover intention (Schalk et al 1998;Montes and Zweig 2009). Affective commitment and turnover intention are considered important for organizations because these are well known predictors of performance and turnover (Zhao et al 2007).…”

Section: )mentioning

confidence: 99%

“…Hypotheses 1 to 5 were tested using psychological contract fulfillment for each dimension separately. The dimensions of the TPCQ (Freese et al 2008) are based on instruments used in earlier studies (Schalk et al 1998;De Vos et al 2003, and validated in a later study (Freese et al 2011). …”

Section: Psychological Contract Fulfillmentmentioning

confidence: 99%

“…Compared to work values, a more proximal way of investigating generational responses to organizational cues is through the perspective of the psychological contract (Schalk, Campbell and Freese, 1998;Tekleab, Takeuchi and Taylor 2005;Lub, Bal, Blomme and Schalk, 2014). The psychological contract describes the reciprocal exchange of mutual obligations between the employee and the organization (Rousseau 1995).…”

Section: Introductionmentioning

confidence: 99%

“…A major theoretical issue in establishing this link is that generational values are proposed to be a result of broader formative experiences (Mannheim, 1952), whereas work attitudes are considered to be evaluations of a specific context such as the job or organization (Locke, 1976). Therefore, in 3 understanding if and how generations may demonstrate different work attitudes, such as affective commitment or turnover intention, we need to understand why and how they may respond differently to organizational cues.Compared to work values, a more proximal way of investigating generational responses to organizational cues is through the perspective of the psychological contract (Schalk, Campbell and Freese, 1998; Tekleab, Takeuchi and Taylor 2005; Lub, Bal, Blomme and Schalk, 2014). The psychological contract describes the reciprocal exchange of mutual obligations between the employee and the organization (Rousseau 1995).…”

mentioning

confidence: 99%

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One job, one deal…or not: do generations respond differently to psychological contract fulfillment?

Lub

Bal

Blomme

et al. 2015

The International Journal of Human Resource Management

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111

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This paper investigates generational differences in the relations between psychological contract fulfillment and work attitudes. Data were collected from a sample of 909 employees in the Dutch service sector. SEM analyses were used to test moderating effects of generational differences on the influence of psychological contract fulfillment on affective commitment and turnover intention. The relationship between psychological contract fulfillment and these work outcomes was moderated by generational differences. Furthermore, results indicate that different generations respond differently to different aspects of psychological contract fulfillment, such as career development, job content, organizational policies, social atmosphere and rewards. The study provides evidence that generational differences impact the reciprocal relationship between employer and employee. Results from this study suggest that Baby Boomers and Generation X may be more motivated by social atmosphere, whereas Generation Y may be more motivated by job content and career development. Fair organizational policies are particularly motivating to Generation X, and providing rewards, though more important to Generation Y, seem mostly unrelated to work outcomes. This article is the first to study moderation of generational differences in the relationships between psychological contract fulfillment and work outcomes.Keywords: psychological contract fulfillment, affective commitment, turnover intention, generations, generational differences In press with International Journal of Human Resource ManagementCorresponding author. Email x.d.lub@saxion.nl 2 IntroductionIn recent years the academic interest in generational differences has increased tremendously, as indicated by recent publications (e.g. Taylor 2007; Bellou 2009; Benson and Brown 2011;Brown 2012;Cogin, 2012) and special issues in academic journals (Macky, Gardner and Forsyth 2008; Deal, Altman, and Rogelberg 2010). This rise in interest probably reflects the impact of large demographic, economic, cultural and technological shifts in society on the world of work. These societal shifts have a strong impact on how HRM managers have to manage a multi-generational workforce with potentially different perspectives on the employment relationship.The concept of generational cohorts has a strong tradition in sociology (Eyerman and Although in recent years the research on generational differences in work values and work attitudes has been growing (Cennamo and Gardner 2008; Costanza, Gardner, Fraser, Severt and Gade, 2012;Lyons et al 2010Lyons et al , 2012 Solnet and Kralj 2011), the evidence shows mixed findings. Also, despite the advances, the empirical evidence as well as theoretical justification for generational differences specifically linking work values and work attitudes is lacking in the current literature (Lyons & Kuron, 2013). A major theoretical issue in establishing this link is that generational values are proposed to be a result of broader formative experiences (Mannheim, 1952), whereas ...

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Section: )mentioning

confidence: 99%

Section: Psychological Contract Fulfillmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

See 2 more Smart Citations

One job, one deal…or not: do generations respond differently to psychological contract fulfillment?

Lub

Bal

Blomme

et al. 2015

The International Journal of Human Resource Management

Self Cite

111

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“…High morale can be seen when employees feel happy, enterprising and on assigned tasks so that they can finish the tasks on time. In contrast, low morale can be seen when employees appear unsatisfied, unhelpful, anxious and pessimistic about their tasks and work (Schalk et al, 1998). Heidjrachman (2006) states that employee morale can be reflected from: 1) discipline of work time, 2) absenteeism, 3) cooperation, 4) satisfaction with duty, and 5) obedience to superior instruction.…”

Section: Employee Moralementioning

confidence: 99%

The Influence of Training, Leadership and Competency to Employee Performance with Employee Morale as Moderation Variables (Study on Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Kota Denpasar)

Trisnawati

Mareni

Sudja³

2018

Int J Cont Res Rev

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This study aims to test and explain empirically the influence of training, leadership, and competence on employee performance at Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Kota Denpasar. In addition, this study will also examine and explain the role of moderation of morale on the impact of training, leadership, and competence on employee performance. This research is an explanative research that explains the influence of variables studied by cross-sectional. Quantitative approach is used as the main method of analysis to explain the results of research with data collection methods using questionnaires. The population in this study is all civil servants working at Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Kota Denpasar, amounting to 140 people (not including Head of Service). While the sample research employed as many as 83 employees using the method of purposive sampling. All distributed questionnaires are feasible (valid and reliable) to be analyzed using Partial Least Square (PLS) with SmartPLS 3.0 software. The results showed that the training followed by employees does not necessarily directly affect the performance of employees Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Kota Denpasar. Another case of leadership and competence are able to predict positively the performance of employees. Information from other research results, morale is able to moderate positively on the effect of training on employee performance at Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Kota Denpasar. These results provide meaning that employee morale perceived by Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Kota Denpasar in the implementation of the work was able to strengthen the implementation of training activities that will be able to improve the performance of the work. Nevertheless, the spirit of work is not able to moderate on the influence of leadership and competence on the performance of employees at Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Kota Denpasar. However, leadership and competence are positive predictors of employee performance.

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Materiality in integrated and sustainability reporting: A paradigm shift?

2019

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This paper investigates the implementation of integrated reporting (IR) by Generali, one of the most important listed companies in Italy. The research questions we aim at answering are the following: Is the IR approach to materiality inherently different from the sustainability reporting (SR) approach? Does IR lead to the identification of different material topics than does SR? On the one hand, institutional theory suggests that IR and SR material topics are going to be significantly different because IR is mainly driven by a market logic, whereas SR is inspired by a stakeholder logic. On the other hand, organizational change theory predicts there will be some resistance to change by the organization, therefore leading to IR and SR topics being similar. In order to answer our research questions, we implement two empirical analyses. First, we propose and develop an innovative methodological approach on the basis of content analysis, which allows measuring the materiality of different issues under the IR approach. Second, we rely on evidence obtained through interviews, which suggests that IR and SR approaches to materiality are inherently different.

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Change and employee behaviour

Cited by 71 publications

References 14 publications

One job, one deal…or not: do generations respond differently to psychological contract fulfillment?

One job, one deal…or not: do generations respond differently to psychological contract fulfillment?

The Influence of Training, Leadership and Competency to Employee Performance with Employee Morale as Moderation Variables (Study on Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Kota Denpasar)

Materiality in integrated and sustainability reporting: A paradigm shift?

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