Integrating Psychological Contracts and Psychological Ownership: The Role of Employee Ideologies, Organisational Culture and Organisational Citizenship Behaviour

Griep, Yannick; Wingate, Timothy G.; Brys, Carmien

doi:10.1007/978-3-319-70247-6_5

Cited by 8 publications

(8 citation statements)

References 61 publications

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“…Ownership can be realized by travels down any one or a combination of these three routes. While prior research has empirically demonstrated that ORPCF is related to organization-based psychological ownership (Griep et al , 2017), we propose that from the employee's perspective the organization's fulfillment of its commitments (obligations) puts the employee on one or more of the three paths that lead to job-based psychological ownership (JPO).…”

Section: Introductionmentioning

confidence: 94%

“…As an alternative, in this study we explain “how” ORPCF produces its chronic attitudinal and behavioral effects through its causal relationship with psychological ownership. Griep et al (2017) proposed a relationship between relational psychological contracts and organization-based psychological ownership, justified by conceptual similarities and a mediating effect of organizational identification. This proposition is reasonable, and one study (Aggarwal and Bhargava, 2010) found a correlation between employee psychological contract fulfillment and organizational psychological ownership.…”

Section: Introductionmentioning

confidence: 99%

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Social exchange and psychological ownership as complementary pathways from psychological contract fulfillment to organizational citizenship behaviors

Gardner

Pierce

Peng

2020

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PurposeSocial comparison and job-based psychological ownership (JPO) are compared and contrasted as explanations for relationships between organization relational psychological contract fulfillment (ORPCF) and organizational citizenship behaviors (OCBs).Design/methodology/approachSurvey data were collected from 241 employees and 82 of their managers at an information services company. Data were analyzed using structural equation modeling to test for hypothesized and exploratory indirect relationships.FindingsConsistent results were found for sequential mediation from ORPCF to employee investment of the self into the job, to JPO, to supervisor-rated helping and voice OCBs. Employees' perception of their relational psychological contract fulfillment (social exchange) did not simultaneously mediate the relationships between ORPCF and employees' OCBs.Research limitations/implicationsPsychological ownership presents a complement to social exchange to explain effects of relational psychological contract fulfillment on employee outcomes. Because of the cross-sectional nature of the data conclusions about causality are quite limited.Practical implicationsOrganizations and managers should emphasize that fulfillment of relational psychological contract obligations represent a significant investment in employees, who reciprocate by investing themselves into their work. This in turn bolsters JPO and its positive employee outcomes.Originality/valueThis is the first study to directly compare social exchange and psychological ownership explanations for effects of psychological contract fulfillment on employees.

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Section: Introductionmentioning

confidence: 94%

Section: Introductionmentioning

confidence: 99%

Social exchange and psychological ownership as complementary pathways from psychological contract fulfillment to organizational citizenship behaviors

Gardner

Pierce

Peng

2020

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“…They include fair wage, pension, benefits, promotion and job security. (2) Relational PCs, which are the exchange of relationship inducements such as support, personal development, humanity and inclusiveness (Griep, Wingate & Brys 2017).…”

Section: Psychological Contract Fulfilmentmentioning

confidence: 99%

A study on the impact of employee involvement towards psychological contract fulfilment in a public TVET college

Wiseman¹,

Katrodia²

2022

JHRMAD

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Purpose – Psychological contracts are of paramount importance in organisa-tions as they determine if the objectives of the organisation will be met successfully. They determine if the culture within the organisation will be conducive for the attainment of the predetermined goals. This study scruti-nised the significance of making employees feel involved in every decision and action taken that involved their jobs, if it had any effect in the fulfilment of those psychological contracts. Aim – The main objective of the study is to investigate the influence em-ployee involvement has on the fulfilment of the psychological contracts within the public TVET college. Design/methodology/approach – An online questionnaire was adminis-tered to a sample of 113 Mnambithi TVET college employees at Ladysmith campus, as well as the central administration office. Findings - The sample was chosen using a stratified sampling method. 92 questionnaires were returned with responses. For the analyses and inter-pretation descriptive analysis, mean standard deviation and corelation have been used. In computing the results to test the relationship between in-volvement and psychological contract fulfilment, a correlation coefficient was used as a measure. Limitation of the study – The limitations of this research project were that it was only conducted in one college in KZN and due to logistical hindrances, only one campus and a central administration office were used in selecting the sample. As a critical point of discussion, the effect employee involve-ment has on psychological contracts fulfilment could be tested throughout all colleges in the province or even in the country. Future Research- Further research on the following can be suggested as further limitations of this research output.If employee involvement has a causal effect on psychological contract fulfilment. The degree of involve-ment in different ranks in the institution (for example, between managers and subordinates). How psychological contracts fulfilment affects turnover rate in the TVET sector. Originality/value – The results of the data analysis showed that there is a significant relationship between the two constructs.

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“…This ownership sense includes ownership of organisational problems and responsibility being taken by all stakeholders regardless of their hierarchical status (Shukla & Singh, 2015). Psychological contracts and focusing on the goal improve psychological ownership (Pierce, Kostova, & Dirks, 2001), and in turn, psychological ownership increases altruism (good soldiers) (Griep, Wingate, & Brys, 2017). Besides, psychological ownership leads to a feeling of capability, self-efficacy, and self-identity, which leads to creativity (Tierney & Farmer, 2002;Tierney & Farmer, 2011).…”

Section: Bmij (2020) 8 (4):929-954mentioning

confidence: 99%

Factors Affecting Individuals' Creativity Performance: Paternalist Leadership, Management Innovation and Psychological Ownership

Sözbilir

2020

bmij

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Paternalistic leadership, management innovation, psychological ownership and creativity performance are the most important approaches for organisations to gain a competitive advantage. This study aims to examine the impact of paternalistic leadership, management innovation, and psychological ownership on creativity performance. Besides, it aimed to provide recommendations based on results regarding the impact of paternalistic leadership and management innovation on psychological ownership and creativity performance. In this empirical study, the data on perceptions concerning paternalistic leadership, management innovation, psychological ownership, and creativity performance were gathered using a questionnaire completed by 119 school vice-principals and 94 school principals, all employed in schools in Artvin, Turkey. The data were analysed with the SmartPLS software and presented in seven tables. The findings showed that management innovation and psychological ownership have a positive impact on creativity performance. The results also revealed that paternalistic leadership has a significant impact on management innovation and psychological ownership. However, it is determined that paternalistic leadership does not have a significant impact on creativity performance.

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Integrating Psychological Contracts and Psychological Ownership: The Role of Employee Ideologies, Organisational Culture and Organisational Citizenship Behaviour

Cited by 8 publications

References 61 publications

Social exchange and psychological ownership as complementary pathways from psychological contract fulfillment to organizational citizenship behaviors

Social exchange and psychological ownership as complementary pathways from psychological contract fulfillment to organizational citizenship behaviors

A study on the impact of employee involvement towards psychological contract fulfilment in a public TVET college

Factors Affecting Individuals' Creativity Performance: Paternalist Leadership, Management Innovation and Psychological Ownership

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