Positive Management: The Relationship Between the Psychological Contract, Employee Engagement and Organisational Commitment

Elst, Debora van; Meurs, D. P. van

doi:10.12775/jpm.2015.021

Cited by 7 publications

(5 citation statements)

References 22 publications

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“…Contrary to most change projects in hospitals (Ackroyd et al, 2007), our post-project evidence shows successful implementation of 30 out of 31 solutions, a statistically 5 significant (p<0.05) increase in relational coordination (see Figure 1) that indicates better work collaboration (c.f., Gittell, 2002) and a small increase in productivity (see Figure 2) (data available from the first author upon request). ***** Figure 1 Rousseau (1989) conceptualizes as a psychological contract of reciprocal obligation found to create project commitment and employee engagement (Van Elst & Meurs, 2016).…”

Section: Introductionmentioning

confidence: 99%

A Model of Cascading Change: Orchestrating Planned and Emergent Change to Ensure Employee Participation

Edwards

Prætorius

Nielsen

2020

Journal of Change Management

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Understanding how and why organizational changes succeed is of paramount importance because many organizational changes do not deliver the expected results. This paper presents a case study of successful change at a world leading cardiology department and proposes a model of cascading change that requires change managers to go beyond the simplistic dichotomies of planned versus emergent change. Successful change requires the reconciliation and integration of top-down and bottom-up approaches. Top management must set the direction and should then step back and allow the diagnosis and solution-development processes to take place in a bottom-up manner. This allows employees to identify and solve the problems that matter to them and that reflect their organizational reality. The implementation of the changes toward the end of the change process should take place in a top-down manner. The cascading model of change is based on three key drivers: a cascading change process with formal handovers engaging more and more employees, Lewinian change processes of unfreeze, move, and refreeze, and, finally, orchestrated employee participation. The cascading change process is found to build participation, transparency, trust, and commitment to the change among employees and managers. In turn, this ensures that implementation occurs without problems.

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Section: Introductionmentioning

confidence: 99%

A Model of Cascading Change: Orchestrating Planned and Emergent Change to Ensure Employee Participation

Edwards

Prætorius

Nielsen

2020

Journal of Change Management

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“…This study followed a qualitative approach, as the targeted participants (middle managers) form a small population at the selected bank, which disqualified the use of a quantitative approach. Further, the target sample was chosen since they are close custodians of the psychological contract, while simultaneously being close influencers of employee engagement through the performance review process (van Elst and Meurs, 2016). What is more, the analysis of in-depth insights (qualitative) was more critical to this research than numbers 10.3389/fpsyg.2022.958127 (quantitative).…”

Section: Methodology Research Approach and Philosophymentioning

confidence: 99%

The influence of the psychological contract on employee engagement in a South African bank

2022

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The workplace is characterised by numerous contracts of agreement that an employee and employer must sign to formalise their employment relationship. The informal agreement, known as the psychological contract, is often overlooked, although it is pivotal in determining the engagement of employees in an organisation. This study aimed to probe the perceptions line managers have of the influence of the psychological contract on employee engagement in a South African bank with a particular focus on how the integration of technologies from the Fourth Industrial Revolution may have impacted the workplace in the banking sector. The study was carried out using a qualitative research approach. A purposive random sampling strategy was used to select participants who were interviewed using semi-structured, one-on-one interviews. The data collected were analysed using thematic analysis, and verbatim quotes were used to support emergent themes. The findings of the study revealed that continuous change in the world, exacerbated by the COVID-19 pandemic, influences employee expectations. Thus, organisations must be able to quickly adapt and adjust their talent attraction and retention mechanisms. Talent management, the nature of the business, structure and operations, the nature of the work environment, and emotional needs are the themes that emerged from the study. With the constant change in the world of work, including industry disruptions continually imposed by the 4IR and other factors, employees’ expectations are ever-changing. Thus, organisations must keep adapting to attract and retain talent. This study adds value by addressing various aspects aligned with competitively adjusting to the current and future world of work.

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“…In this case, individuals in relationships with other people will try to maximize the benefits they want to achieve. Van Elst and Meurs (2016) found that when employees feel that the organization has certain obligations and these obligations are fulfilled, they feel obliged to give something back, for example, through actual behavior, which will reduce turnover intention. The P-E fit theory reveals that differences between personal and environmental attributes (mismatch) reduce positive results (Schneider, 1987).…”

Section: Literature Reviewmentioning

confidence: 99%

Does workplace spirituality predict turnover intention in small- and medium-sized enterprises (SMEs)

Pariyanti,

Adawiyah,

Wulandari

2023

EBHRM

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PurposeThe main objective of this study is to examine the relationship between person-organization fit (P-O fit), job satisfaction (JS), workplace spirituality (WS) and turnover intentions in small and medium-sized enterprises (SMEs) and the moderate role of WS in these relationships.Design/methodology/approachResearch data were collected by cross-sectional data collection methods. The sample contains 242 employees of SMEs in Indonesia. The analytical method used to test research hypotheses is moderate regression analysis.FindingsThe results show that P-O fit is an antecedent that can reduce turnover intention. JS has a negative effect on turnover intention and WS has a negative effect on turnover intention. WS moderates the relationship between P-O fit and turnover intention and the relationship between JS and turnover intention.Research limitations/implicationsThis study enhances the understanding of the importance of WS in reducing employee turnover intentions. This research also contributes to the research model based on fit theory and social exchange theory.Practical implicationsThe practical implication of this research is to improve P-O fit in employees. Managers can manage the right people for the environment and the right environment for the individual. In other words, the organization must choose both. The most basic way to create a P-O fit for employees is to recruit employees suitable to organizational goals because, in general, SMEs rarely have a written vision and mission.Social implicationsThrough the of spirituality in the workplace, employees will experience a sense of meaning and purpose in their work, foster a sense of unity through positive relationships and achieve alignment between personal and organizational values. Consequently, this will diminish the inclination to seek employment elsewhere.Originality/valueAlthough turnover intention in employees is considered necessary, there is still minimal research that discusses turnover intention and WS in SMEs. To the authors' knowledge, no one has tested WS on the relationship between PO fit and JS with turnover intention in SMEs.

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Positive Management: The Relationship Between the Psychological Contract, Employee Engagement and Organisational Commitment

Cited by 7 publications

References 22 publications

A Model of Cascading Change: Orchestrating Planned and Emergent Change to Ensure Employee Participation

A Model of Cascading Change: Orchestrating Planned and Emergent Change to Ensure Employee Participation

The influence of the psychological contract on employee engagement in a South African bank

Does workplace spirituality predict turnover intention in small- and medium-sized enterprises (SMEs)

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