Diversity-related psychological contract breach and employee work behavior: insights from intergroup emotions theory

Tufan, Pinar; Witte, Kristof De; Wendt, Hein

doi:10.1080/09585192.2017.1350733

Cited by 17 publications

(10 citation statements)

References 68 publications

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“…Using a self-rated measure of OCB is in line with prior research (e.g. Asplund, 2020; Johnson and Lake, 2019; Tufan et al , 2019) and with the argument that other raters (e.g. supervisors, peers) have only a limited view of the complete range of voluntary behaviors that employees engage in at work (Chan, 2009; Harris and Schaubroeck, 1988; Organ et al , 2006).…”

Section: Methodssupporting

confidence: 71%

Disappointed but still dedicated: when and why career dissatisfied employees might still go beyond the call of duty

Clercq

Belausteguigoitia

2020

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PurposeThe purpose of this research is to examine how employees' experience of career dissatisfaction might curtail their organizational citizenship behavior, as well as how this detrimental effect might be mitigated by employees' access to valuable peer-, supervisor- and organizational-level resources. The frustrations stemming from a dissatisfactory career might be better contained in the presence of these resources, such that employees are less likely to respond to this resource-depleting work circumstance by staying away from extra-role activities.Design/methodology/approachThe research hypotheses were tested with survey data collected from employees who work in the retail sector.FindingsCareer dissatisfaction relates negatively to organizational citizenship behaviors, and this relationship is weaker at higher levels of peer goal congruence, supervisor communication efficiency and organization-level informational justice.Practical implicationsFor organizations that cannot completely eradicate their employees' career-related disappointment, this study shows that they can still maintain a certain level of work-related voluntarism, to the extent that they develop and hone valuable resources internally.Originality/valueThis study adds to extant research by detailing the contingent effects of a hitherto understudied determinant of employees' extra-role work behavior, namely, perceptions of limited career progress.

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Section: Methodssupporting

confidence: 71%

Disappointed but still dedicated: when and why career dissatisfied employees might still go beyond the call of duty

Clercq

Belausteguigoitia

2020

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“…The study highlights the psychological mechanism that underlies the relationship between diversity climate and employee outcomes by establishing diversity promise fulfillment as a mediator. This evidence alerts organizational practitioners to the important role played by employees' diversity‐related expectations and their perceptions of the organization's fulfillment of those expectations (Buttner et al, ; Chrobot‐Mason, ; Tufan, De Witte, & Wendt, ). We encourage practitioners to include a measure of diversity promise fulfillment in employee surveys.…”

Section: Discussionmentioning

confidence: 96%

Inclusion climate: A multilevel investigation of its antecedents and consequences

Perera

Kulik

et al. 2019

Human Resource Management

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This study investigates the antecedents and consequences of organization‐level inclusion climate. A national sample of human resource decision‐makers from 100 organizations described their firms' formal diversity management programs; 3,229 employees reported their perceptions of, and reactions to, their employers' diversity management. Multilevel analyses demonstrate that identity‐conscious programs (programs that target specific identity groups) generate an inclusion climate. Moreover, the analyses provide evidence of multilevel mediation: In organizations with an inclusion climate, individual employees perceive the organization as fulfilling its diversity management obligations and respond with higher levels of affective commitment. This study represents an important step toward understanding how a shared perception of organizational inclusiveness develops and how inclusion climate facilitates the achievement of diversity management objectives. The findings also shed light on the important role of identity‐conscious programs in promoting organizational commitment within a diverse workforce.

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“…In the case of ethnic minority employees, personal identity-relevant symbolic messages communicated through a relational PC breach may also become ethnic identity-relevant. In other words, as a function of their ethnic identity, these employees may appraise such a breach as an ethnic identity threat (Smith & Mackie, 2015;Tufan, Witte, & Wendt, 2017). Mamman et al (2012) argued that a threat to their salient social identity causes minority employees to experience deprivation through loss of self-esteem resulting in high dissonance and separation and, consequently, loss of organizational identification (Haslam & Ellemers, 2005;Kreiner & Ashfort, 2004).…”

Section: Organizational Identification Mediates the Relationship Between Psychological Contract Breaches And Organizational Citizenship Bmentioning

confidence: 99%

Organizational identification as a mediator for the effects of psychological contract breaches on organizational citizenship behavior: Insights from the perspective of ethnic minority employees

Tufan

Wendt

2020

European Management Journal

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This study examines the contribution of the psychological contract (PC) framework to the understanding of ethnic minority employees' employment relationships. First, it tests the generalizability of PC types (transactional, relational, and balanced) observed in the general population to ethnic minority employees. Then, to further address the unique needs and motivators of minority employees, this study considers diversity-related PCs. It adopts social exchange theory to explain how transactional, relational, balanced, and diversity-related PC breaches predict organizational citizenship behavior (OCB). Moreover, it draws insights from social identity theory and examines the mediating role of organizational identification in the relationship between types of PC breach and OCB. Data from 361 Turkish employees working as ethnic minorities in Belgium indicate that relational and diversity-related PC breaches predict OCB partially via organizational identification while transactional and balanced PC breaches directly affect OCB.

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Diversity-related psychological contract breach and employee work behavior: insights from intergroup emotions theory

Cited by 17 publications

References 68 publications

Disappointed but still dedicated: when and why career dissatisfied employees might still go beyond the call of duty

Disappointed but still dedicated: when and why career dissatisfied employees might still go beyond the call of duty

Inclusion climate: A multilevel investigation of its antecedents and consequences

Organizational identification as a mediator for the effects of psychological contract breaches on organizational citizenship behavior: Insights from the perspective of ethnic minority employees

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