2013
DOI: 10.5771/0935-9915-2013-4-269
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Sense of deservingness: What are the entitlement beliefs of students in their anticipatory psychological contract?

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Cited by 8 publications
(28 citation statements)
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“…For example, the same employee can construct both types of contracts, including a variety of elements, such as pay for a certain number of hours, loyalty to the organization, job security (Conway & Briner, 2005). In line with this statement are Gresse, Linde and Schalk's (2013) findings that students' expectations regarding future employment consisted salary, reasonable employment and work conditions as the most important, than well-being, respect, and finally, skills development and training opportunities. This mental scheme, or anticipatory psychological contract, though in rudimentary form, participate in the interpretation of the promises and the signals sent by the organization in the recruitment and selection processes, and during the period of early organizational socialization, determines the perception of the employment relationship and predicts events in the work environment.…”
Section: Anticipatory Psychological Contractsupporting
confidence: 73%
“…For example, the same employee can construct both types of contracts, including a variety of elements, such as pay for a certain number of hours, loyalty to the organization, job security (Conway & Briner, 2005). In line with this statement are Gresse, Linde and Schalk's (2013) findings that students' expectations regarding future employment consisted salary, reasonable employment and work conditions as the most important, than well-being, respect, and finally, skills development and training opportunities. This mental scheme, or anticipatory psychological contract, though in rudimentary form, participate in the interpretation of the promises and the signals sent by the organization in the recruitment and selection processes, and during the period of early organizational socialization, determines the perception of the employment relationship and predicts events in the work environment.…”
Section: Anticipatory Psychological Contractsupporting
confidence: 73%
“…Conversely, failure to meet these expectations can negatively affect prospective employee intentions of joining an organisation. Some authors (De Vos, De Stobbeleir & Meganck, 2009;Gresse, Linde & Schalk, 2013) argue that a useful concept to better understand Millennials' expectations is the psychological contract; more specifically, the anticipatory psychological contract (APC).…”
Section: Introductionmentioning
confidence: 99%
“…Also the very limited number of studies conducted on the effects of psychological entitlement on work-oriented attitudes and behaviors enhance the importance of the present study (Harvey and Harris, 2010;Jordan, Ramsay and Westerlaken, 2017). Furthermore, determining the psychological entitlement perceptions of employees of varying backgrounds, working in varying industries, plays a significant role in psychological contracts taking shape (Gresse, Linde, Schalk, 2013;Westerlaken, Jordan and Ramsay, 2017). It is considered that the present study, which was conducted on white-collar employees working in the private sector in Istanbul, will make a significant contribution to the related literature by examining psychological entitlement and its effects of the relation between the violation of psychological contract and counterproductive behaviors.…”
Section: Extensive Summarymentioning
confidence: 96%
“…Psychological entitlement at work is defined as the employee's expectancy of high levels of reward or preferential treatment and the employee's perception that he or she deserves such reward or preferential treatment, regardless of his or her actual performance, skills or potential (Campbell et al, 2004;Harvey and Martinko 2009;Harvey and Harris 2010).. Employee's perception of psychological entitlement at work affects employee's attitudes and behaviors, and thus plays a role in the formation of the psychological contract (Gresse, Linde and Schalk, 2013;Naumann et al, 2002). Since the employee that perceives high levels of psychological entitlement believes that he or she deserves higher level of reward from the organization and more preferential treatment than the other employees, the employee may generally find the outputs he or she gains from the organization lacking.…”
Section: Extensive Summarymentioning
confidence: 99%
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