The individual–organization relationship: The psychological contract.

Rousseau, Denise M.

doi:10.1037/12171-005

Cited by 88 publications

(158 citation statements)

References 130 publications

Supporting

Mentioning

147

Contrasting

Unclassified

Order By: Relevance

“…Higher PE may reduce employees' willingness to commit, as long-term commitment to the employer may threaten their possibilities in the external labor market (Direnzo and Greenhaus, 2011). It may leave them with less marketable skills (Rousseau, 2011), or it may signal to other organizations that they are not interested in changing employer. Conversely, lower PE may enhance employees' willingness to invest remaining resources in commitment because they benefit from the relationship with the employer (Meyer and Allen, 1991): the inducements (i.e., employment) gained from the employer are difficult to obtain in the external labor market .…”

Section: The Indirect Pathmentioning

confidence: 99%

Perceived Employability in Relation to Job Performance: A Cross-lagged Study Accounting for a Negative Path via Reduced Commitment

Philippaers

Cuyper

Forrier

et al. 2016

Scandinavian Journal of Work and Organizational Psychology

View full text Add to dashboard Cite

Section: The Indirect Pathmentioning

confidence: 99%

Perceived Employability in Relation to Job Performance: A Cross-lagged Study Accounting for a Negative Path via Reduced Commitment

Philippaers

Cuyper

Forrier

et al. 2016

Scandinavian Journal of Work and Organizational Psychology

View full text Add to dashboard Cite

“…These inferred associations can also be explained as psychological contracts that refer to an individual's system of beliefs grounded in commitments articulated or implied (Rousseau 2010). Leaders play a prominent role in the creation of the views followers have of leadership (Gray & Densten 2007).…”

Section: Literature Reviewmentioning

confidence: 99%

The effect of leadership behaviours on followers’ experiences and expectations in a safety-critical industry

Joubert

Feldman

2017

SAJEMS

View full text Add to dashboard Cite

Background: Motivation for this study was found in concern expressed by civil aviation organisations that specialists in the air navigation services provider sector require appropriate and beneficial organisational leadership to encourage, enable and manage transformation within this highly structured setting. Also, academic research puts emphasis on a need for investigations of the roles, expectations and requirements of followers in the leadership–followership relationship. Followers’ experiences and expectations of leadership behaviours in an air navigation service provider (ANSP) organisation were investigated and served as orientation and setting applicable to this study.Aim: The aim of the research was to identify and understand how follower experiences and expectations of leadership behaviours in a safety-critical commercial environment can affect leadership training and growth. The above-mentioned motivated this investigation of leadership traits and behaviours within an explicit context and from a follower’s viewpoint.Setting: The setting for the study was twenty two Air Traffic and Navigation Services Company sites where followers’ experiences and expectations of leadership behaviours in an air navigation service provider (ANSP) organisation were investigated and served as orientation and setting applicable to this study.Methods: An ethnographic case study research style was adopted and followed because it allowed for an all-inclusive, holistic narrative report and interpretation. The samples for the quantitative and qualitative components of this study were parallel and methods employed addressed different aspects of the phenomenon, which allowed for a mixed methods research design. A one-way causality in the research design was observed because traits of followers that might influence leaders’ behaviours were excluded. Data were collected by means of a Leader Trait and Behaviour Questionnaire completed by participants, individual interviews and focus group consultations.Results: Research findings dispensed a deeper appreciation of followers’ epistemological and ontological views, within a specified context, which were supported by a common need to achieve organisational safety objectives. A practical managerial benefit was found in the insights presented by followers of leadership, which can possibly benefit leadership development and training needs, along with training and advancement of followers.Conclusions: Research findings potentially add to enhancing understanding of leadership development theory, synonymous with a safety-critical commercial setting. A critical insight into the ‘unexplored’ leadership behaviour qualities found within a safety-critical milieu is subsequently offered.

show abstract

“…Informative research utilising qualitative methods has been minimal (e.g., Parzefall and Coyle-Shapiro, 2011;Vantilborgh et al, 2012), while prominent psychological contract researchers call for more descriptive, qualitative methods to be applied (Coyle-Shapiro and Shore, 2007;Rousseau, 2011). To address the aims of the study a qualitative approach was taken, using semi-structured interviews and applying a sensemaking perspective to the employees understanding of emotion.…”

Section: Rationale For the Studymentioning

confidence: 99%

“…Psychological contracts are cognitive entities encompassing both emotional and nonemotional mental processes (Rousseau, 2011); a definition reflected in the literature through the identification of the various roles emotion plays within the employment relationship.…”

Section: Introductionmentioning

confidence: 99%

Workplace emotion through a psychological contract lens

McGrath

Millward

Banks

2015

Qualitative Research in Organizations and Management: An International Journal

View full text Add to dashboard Cite

Purpose -The purpose of this paper is to identify how psychological contract perceptions are used as a lens through which employees make sense of their workplace emotions. Applying Rousseau's (1995; conceptualisation of psychological contracts it examines how the emotions linked to both promise perceptions (broken/exceeded) and regulation are made sense of in relation to perceptions of contract type.Design/methodology/approach -This paper takes a unique perspective into the role perceptions of psychological contract type play in the process of emotional sensemaking using qualitative thematic analysis of thirty in-depth interviews. A range of occupations are represented and all participants worked in a full-time capacity.Findings -The paper identifies how the predominant relationship frame (transactional/relational) is used by employees when making sense of the emotions recalled during specific psychological contract events, as well as the emotions they feel are necessary to regulate while at work. Extant literature investigating how psychological contract schemas inform understanding has focussed primarily on the emotional reactions to particularly negative events, such as, perceived non-fulfilment of psychological contracts (Morrison and Robinson, 1997). The knowledge that previous research has afforded is that experiences within the contract, in particular negative experiences, can serve to influence emotion and result in emotional reactions to experiences. Extension of knowledge from the current study is twofold; firstly, it explores how two specific contract types (transactional and relational contracts) may be used as the foundation of these psychological contract schemas informing emotional sensemaking. Research limitations/implicationThe aim here is to identify any difference in emotional sensemaking surrounding contractual 3 experiences (namely, the more typical contract breach and the lesser studied contract overfulfilment) through a transactional or a relational contract lens. A second aim of the study is to explore how a transactional or relational lens is utilised in employee sensemaking of the emotions actively regulated whilst at work. This moves beyond the more typical contractual experiences that have previously been investigated. Psychological contractsPsychological contracts pertain to employee perceptions of the obligations and promise-based reciprocal exchanges shared with the organisation (Rousseau, 1995).

show abstract

The individual–organization relationship: The psychological contract.

Abstract: The H. J. Heinz II University Professorship supported this chapter's writing. Thanks are also due to colleagues attending the Houston Workshop for stimulating the thinking on which this chapter

Cited by 88 publications

References 130 publications

Perceived Employability in Relation to Job Performance: A Cross-lagged Study Accounting for a Negative Path via Reduced Commitment

Perceived Employability in Relation to Job Performance: A Cross-lagged Study Accounting for a Negative Path via Reduced Commitment

The effect of leadership behaviours on followers’ experiences and expectations in a safety-critical industry

Workplace emotion through a psychological contract lens

Contact Info

Product

Resources

About