Individual antecedents of the psychological contract during the preemployment stage

What Drives Perceived Fairness of Performance Appraisal? Exploring the Effects of Psychological Contract Fulfillment on Employees’ Perceived Fairness of Performance Appraisal in U.S. Federal Agencies

“…The perceived relational contract fulfillment is also measured by a five-point Likert-type scale using six items. Relational contracts are associated with encouragement and opportunities for employees to develop their skills (Coyle-Shapiro & Kessler, 2003; De Vos, 2002; MacNeil, 1985; Robinson et al, 1994). In common with the transactional contracts, this study uses an iterated principal factor analysis to create an index for six relational contract items.…”

“…However, relational contract is a nonmonetizable or intangible exchange that is based on socioemotional trust between the parties such as an employee and the employer (De Vos, 2002; MacNeil, 1985). Previous studies operationalize relational contract as “long-term job security, career development, training and development opportunities, and support for personal problems” (Robinson et al, 1994; cited in Coyle-Shapiro & Kessler, 2003, p. 215;).…”

“You Can See How Things Will End by the Way They Begin”: The Contribution of Early Mutual Obligations for the Development of the Psychological Contract

“…Understanding newcomers’ beliefs about the terms of their employment relationship is important from a managerial viewpoint since this will allow organizations, and especially human resource professionals responsible for recruitment and selection, to take into account and to actively manage the factors affecting employees’ perceptions of the terms of their psychological contract ( De Vos, 2002 ). In line with social exchange theory ( Blau, 1964 ), a mutual high fulfillment proved to be a key factor for activating a good psychological contract, which affects the way the employment relationship develops.…”

“…According to Rousseau and Greller (1994) , human resources processes and practices within organizations determine, to a large extent, the relationship between employer and employee. As a matter of fact, during the encounter phase newcomers experience the real demands at work, in exchange for rewards such as salary, promotions, and recognition ( De Vos, 2002 ). This is the stage at which the psychological contract is formed and reliability is actively being tested ( Nelson et al, 1991 ).…”