The Relationship Between Career-Related Antecedents and Graduates’ Anticipatory Psychological Contracts

Vos, Ans De; Stobbeleir, Katleen De; Meganck, Annelies

doi:10.1007/s10869-009-9107-3

Cited by 67 publications

(74 citation statements)

References 28 publications

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“…According to social-cognitive theory, expectations play a causal role in shaping behavior, goals and ways of managing environmental demands in stressful situations [19], and are related to levels of subjective well-being [20]. Career expectations are the anticipatory psychological contract [20].…”

Section: Work-family Conflict Influences Career Development Through Cmentioning

confidence: 99%

Section: Work-family Conflict Influences Career Development Through Cmentioning

confidence: 99%

“…Career expectations are the anticipatory psychological contract [20]. The anticipatory psychological contract is defined as individuals' pre employment beliefs about their future employment, including promises they want to make to their future employers and inducements they expect to receive in return [20]. In this study, we focus on Millennials' expectations about employer inducements because a breach of these expectations can have a detrimental effect on a number of outcomes, such as job satisfaction, commitment, job performance, and intention to stay [22,25].…”

Section: Work-family Conflict Influences Career Development Through Cmentioning

confidence: 99%

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Work-Family Conflict Influences on Female’s Career Development through Career Expectation

Wei¹,

Cho²

2013

JHRSS

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Nowadays, women are still underrepresented in the higher positions in most organizations. Some crucial questions are whether family responsibilities affect female career development and career expectation influences the relationship between work and family conflict and career development of women or not. Through surveying the female teachers in Lin Yi University and Shandong Medical College, this article wants to know the correct relationship among work and family conflict, career expectations and career developments for women.

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Section: Work-family Conflict Influences Career Development Through Cmentioning

confidence: 99%

Section: Work-family Conflict Influences Career Development Through Cmentioning

confidence: 99%

Section: Work-family Conflict Influences Career Development Through Cmentioning

confidence: 99%

See 1 more Smart Citation

Work-Family Conflict Influences on Female’s Career Development through Career Expectation

Wei¹,

Cho²

2013

JHRSS

View full text Add to dashboard Cite

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“…Subsequent work by Schein (1965Schein ( , 1980 also centers on these mutual expectations which operate "at all times between every member of an organization and the various managers and others in that organization" (Schein, 1980, p. 22). Since the 1990s, the psychological contract has acquired construct status resulting in a wave of theoretical and empirical work and a critiquing and maturing of the concept (e.g., Coyle-Shapiro & Kessler, 1998;Cullinane & Dundon, 2006;De Vos, De Stobbeleir, & Meganck, 2009;Millward & Hopkins, 1998;Robinson, 1996;Schalk & Freese, 1997;Shore & Tetrick, 1994;Tomprou & Nikolaou, 2011;Turnley & Feldman, 2000).…”

mentioning

confidence: 99%

On the Formation of the Psychological Contract

Sherman

Morley

2015

Group & Organization Management

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While much is known about the consequences of the psychological contract, comparatively less is understood about how the contract is actually formed in the first instance. We argue that a closer examination of the fundamental building blocks of the psychological contract will facilitate a better understanding of how it should be effectively managed. Based on its cognitive underpinnings, we make the case for the development of a schema theory perspective on the contract formation process. Specifically, we explore how previous employment experiences and both individual and organizational sources of contract-related information differentially influence the formation of the emerging psychological contract in the new firm. Arising from this, we advance several linked propositions to direct future research in this area. Finally, we discuss the methodological challenges facing researchers seeking to access employee-employer schemata and propose how some of these may be addressed.

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“…(Rousseau 1990, Herriot et al 1997Lester and Kickul 2001, Roehling et al 2000, Patterson and George 2002, Atkinson and Cuthbert 2006, Branka et al 2009, De Vos et al 2003, Freese, and Schalk 2008, De Vos, et al 2009, Cynthia Lee et al 2011.…”

Section: Managing Employee Diversity Through the Psychological Contractmentioning

confidence: 99%

Management of Gen Y Employees Through Psychological Contract - 'An Exploratory Study in IT/ITES Companies'

Pant

Vijaya

2015

SDMIMD

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Abstract:Globalization has led to diverse workforce for most of the multinational corporations. Today's workforce is highly diverse based on Gender, Race, Ethnicity, Nationality, Age, Physical capabilities at a surface level and values, attitudes, personality, education and religion at a deeper level.Diversity Management means valuing the differences in people. In India, Diversity mostly referred to gender related initiatives in the past. But today companies are moving to include national culture, age, physical ability and sexual orientation. In the context of generational diversity, four generations exist at workplace today namely the Veterans, Baby Boomers, Gen X and Gen Y. Gen Y is born between 1980 and 2000 make up 25% of the world population and nearly half the Indian population. They will soon form the largest employee base for organizations around the globe. However there is lack of substantial academic research on Indian Gen Y. Purpose: The study tries to explore and understand the important workplace expectations of Gen Y through the lens of psychological contract. 11 focus group discussions were held with 89 Gen Y employees currently working in IT/ITES companies. It further explores the unique expectations of Gen Y women and Gen Y differently-abled employees which may contribute to the unique elements in their psychological contract. Research Design/Methodology: Focus Group Discussions Exploratory study Findings: The study revealed that Salary, Career Growth, Opportunities at work, Job Satisfaction and Work Life Balance emerged as the top expectations of Gen Y as a whole. However it was interesting to note that when comparison was made between men, women and differently-abled employees within Gen Y, the expectations were completely different with only challenging work being common to all the three groups. Research Limitations: This study is an exploratory study with focus groups and qualitative data. A further large scale cross sectional study needs to be done with quantitative analysis to confirm the important workplace expectations of Gen Y. Study is limited to IT/ITES employees in Bengaluru. Only three specific employee groups under Gen Y namely men, women and differently-abled were explored due to time constraints. Studies in the future can include more employee groups like ex-army employees, employees from rural and urban background, LGBT etc. Practical Implication: If IT/ITES organizations want to attract engage and retain young Gen Y employees, they must proactively understand the needs and expectations of these youngsters. It is also critical that specific needs of various employee groups within Gen Y are also understood and met. Originality: Until now most organizations have had a reactive approach to managing diversity either as a response to a minority discrimination case or legal compliance. The paper argues for a more proactive approach to managing Generation Y expectations using psychological contract framework which has never been proposed before.

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The Relationship Between Career-Related Antecedents and Graduates’ Anticipatory Psychological Contracts

Cited by 67 publications

References 28 publications

Work-Family Conflict Influences on Female’s Career Development through Career Expectation

Work-Family Conflict Influences on Female’s Career Development through Career Expectation

On the Formation of the Psychological Contract

Management of Gen Y Employees Through Psychological Contract - 'An Exploratory Study in IT/ITES Companies'

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