The role of future time perspective in psychological contracts: A study among older workers

Using a sample of post-retirement workers (N = 176), this study investigated the role of future time perspective (FTP) in psychological contracts. The study aimed to test: (i) whether future time perspective is related to employer psychological contract fulfillment and (ii) whether it moderates relations between psychological contract fulfillment and employee obligations. Based on previous work, three types of employer psychological contract fulfillment are examined: economic, socio-emotional, and developmental fulfillment. FTP was expected to relate positively to developmental fulfillment. Moreover, people with limited future time perspective were hypothesized to manifest a stronger relationship between economic and socio-emotional fulfillment and employee obligations. Results showed that future time perspective is indeed significantly related to developmental fulfillment, and also moderated the relations between contract fulfillment and employee obligations. More specifically, economic and socio-emotional fulfillments were significantly stronger related to obligations among older workers with high FTP.     

The psychological contract and individual differences: The role of exchange and creditor ideologies

The present study examines exchange and creditor ideologies (two dispositional characteristics that are strongly related to exchange relationships) and their moderating effects on the psychological contract. Five hundred public-sector employees were studied over a 3-year period. Respondents’ were surveyed as to their perceptions of what they believed their employer owed them (e.g., job security, training, involvement in decision making, etc.) and the extent to which these “employer obligations” had been met. In addition, we assessed respondents’ perceptions of their own obligations to their employer (e.g., agreeing to work extra hours, volunteering for non-job-related activities, working unpaid hours, etc.) and the extent to which they believed that these “employee obligations” had been fulfilled. The results indicate that creditor ideology related positively to employee perceptions of their obligations to the employer and the extent to which they fulfilled those obligations while exchange ideology related negatively to employee obligations and fulfillment of obligations. Exchange ideology moderated the effects of perceived employer obligations on employee obligations and fulfillment of obligations while creditor ideology moderated the relationship between perceived employer fulfillment of obligations and employee obligations. This article provides preliminary evidence to the benefits of examining the role of individual dispositions in psychological contract research—a previously neglected topic—and discusses the potential implications for the practice of management.     

Exploring reciprocity through the lens of the psychological contract: Employee and employer perspectives

This article explores reciprocity within the exchange relationship between the employee and employer using the psychological contract framework. Specifically, we examine the bi-directionality of the norm of reciprocity. We hypothesize that there will be a positive relationship between perceived employer obligations, fulfilment of obligations, and employee obligations and fulfilment. In addition, we hypothesize that employee fulfilment of obligations will be positively associated with perceived employer obligations. Using a longitudinal survey of 1400 public sector employees and 84 managers, our findings suggest that there is broad agreement between the two parties regarding the norm of reciprocity that governs the relationship. We found that perceived employer obligations at time 1 is positively associated with employees' fulfilment of obligations at time 2 and perceived employer fulfilment of obligations at time 1 is positively related to employee obligations and fulfilment of obligations at time 2. Furthermore, we found that employee fulfilment of obligations at time 1 is positively associated with perceived employer obligations at time 2. Overall, these findings provide initial empirical support for the norm of reciprocity in exchange relationships from both the perspective of employees as well as managers, as employer representatives.     

Organizational Support and Contract Fulfillment as Moderators of the Relationship Between Preferred Work Status and Performance

Purpose  

The purpose of this study was to examine organizational context variables as moderators of the relationship between preferred work status and job performance. The moderators were perceived organizational support (POS) and psychological contract fulfillment.     

心理契约破坏感对员工工作态度和行为的影响

通过对398名企业员工的问卷调查,探讨了组织支持感(POS)和领导—部属交换(LMX)在心理契约破坏感对员工工作态度和行为影响中的中介作用。结果表明：（1）POS在心理契约破坏感与员工工作态度（组织认同和留职意愿）的关系中起中介作用,但POS只能部分中介心理契约破坏感与留职意愿的关系。（2）LMX在心理契约破坏感与员工组织公民行为（利他行为、个人主动性、人际和谐和保护公司资源）间起完全中介作用。（3）LMX对员工的工作态度（留职意愿和组织认同）不具有直接的影响作用,它主要是通过POS的中介对其产生间接的影响     

The reciprocal relationship between psychological contract fulfilment and employee performance and the moderating role of perceived organizational support and tenure

This study investigated the reciprocal relationship between perceptions of psychological contract fulfilment and employee performance (sales made and sales targets), and whether this was moderated by the quality and length of the social exchange relationship captured, respectively, through perceived organizational support (POS) and organizational tenure. We used a sample of 146 sales advisors and a four‐point longitudinal design and found support for reciprocal links where performance predicted subsequent psychological contract fulfilment and vice versa. The strength of the relationship between performance and psychological contract fulfilment increased over time. The quality of the social exchange relationship (i.e., POS) moderated reciprocal links between sales made and sales targets met and perceptions of psychological contract fulfilment at earlier, but not later, time points. One way to interpret the findings is the changing nature of the unfolding relationship between support, psychological contract fulfilment, and performance, where a supportive relationship buffers failing to deliver at earlier time points, but at later time points employee performance and psychological contract fulfilment associate more strongly as both parties prioritize delivery.     

组织支持理论及其研究

该文介绍了Eisenberger等人1986年提出的组织支持理论的诞生背景,并对组织支持感受这一独立建构的概念,及其与领导一成员交换、心理契约概念的关系进行了总结。文章还分析了有关组织支持感受研究中的前因变量、结果变量和调节变量。最后归纳了我国开展组织支持理论研究的现状,并对组织支持理论未来的研究方向提出了建议。     

Perceived organizational support: a review of the literature

The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.     

Psychological Contracts and Their Implications for Job Outcomes: A Social Exchange View

This article explores the relationship between on the 1 hand psychological contract fulfilment and affective commitment and on the other hand, normative commitment and job satisfaction. We hypothesized that the perceived supervisor support (PSS) and the perceived organizational support (POS) mediate the relationship between the fulfilment of the psychological contract, commitment and job satisfaction. The sample consists in 337 soldiers in training. In order to test our model, we used 3 measures of psychological contract fulfilment (economic, socioemotional and developmental), PSS and POS measures as well as attitudes. Results show that the developmental psychological contract is related to affective and normative organizational commitment and job satisfaction whereas socioemotional fulfilment is unrelated to affective commitment. Psychological contract fulfilment has a greater impact on normative commitment than affective commitment. Results show also that only PSS plays a mediating role in psychological contract processes. Several implications emerge from this study. First, in a military context, it is important to strengthen the developmental psychological contract. Second, it is essential for organizations to place greater emphasis on encouraging supervisors to establish healthy working relationships with newcomers.     

Sensemaking during organizational entry: Changes in newcomer information seeking and the relationship with psychological contract fulfilment

In this study, insight is given into the temporal nature of psychological contract‐related information seeking during organizational entry, by examining how the frequency of information seeking changes across the first year of employment for a sample of 280 newcomers. We examined the pattern of changes in the frequency of information seeking from four sources (supervisor, co‐workers, mentors, and other newcomers) and about two content dimensions of the psychological contract (organizational inducements and employee contributions). We also investigated if information‐seeking behaviours were related to the evaluation of the psychological contract and whether these relationships changed over time. The data were analysed using Latent Growth Modelling. The results indicated that information seeking about the psychological contract decreases significantly over the first year of employment, with the exception of information seeking from supervisors, indicating that for different targets of information different information seeking patterns exist. Employees seek more information on organizational inducements than on employee contributions. We found a positive association between information seeking during the initial weeks after entry and evaluations of psychological contract fulfilment after 3 months, but changes in information seeking after this initial period were not associated with changes in psychological contract fulfilment. Finally, we found that younger newcomers engaged more frequently in information seeking from co‐workers and other new hires compared to older newcomers. Implications for theories on psychological contract formation and future research are discussed.     

BREACH AND FULFILLMENT OF THE PSYCHOLOGICAL CONTRACT: A COMPARISON OF TRADITIONAL AND EXPANDED VIEWS

Breach and fulfillment in a psychological contract has traditionally been studied with approaches that are conceptually and methodologically limited. We compared predictions derived from the traditional view to predictions from an expanded view that maintains the distinction between promised and delivered inducements and examines their joint relationship with employee satisfaction. The traditional and expanded views were compared using longitudinal data and polynomial regression analysis. Results provided little support for the traditional view. In contrast, results supported the expanded view and revealed that relationships for breach and fulfillment are more complex than previously suggested. Specifically, satisfaction depended on whether breach represented deficient or excess inducements and the particular inducement under consideration. Moreover, satisfaction was more strongly related to delivered inducements than promised inducements. These results question basic tenets of psychological contract research and indicate new avenues for research that build on the expanded view developed in this article.     

Psychological Contract Breach as a Source of Strain for Employees

The present study investigated the role of psychological contract breach in employees' experience of emotional exhaustion and job dissatisfaction. Employees (N = 161) from a large financial corporation completed questionnaires assessing work-related attitudes and behaviors. Fulfillment of organizational obligations predicted both emotional exhaustion and job satisfaction, and job demands predicted only emotional exhaustion. Supervisory support and control did not predict emotional exhaustion or job satisfaction when controlling for fulfillment of organizational obligations and job demands. The results suggest that psychological contract breach contributes to employee experience of job strain.     

When supervisors feel supported: relationships with subordinates' perceived supervisor support, perceived organizational support, and performance

The authors surveyed full-time retail employees and their supervisors to investigate relationships of supervisors' perceived organizational support (POS) with subordinates' perceptions of support from their supervisors (perceived supervisor support [PSS]), POS, and in-role and extra-role performance. The authors found that supervisors' POS was positively related to their subordinates' perceptions of supervisor support. Subordinates' PSS, in turn, was positively associated with their POS, in-role performance, and extra-role performance. Beyond these bivariate relationships, subordinates' perceptions of support from the supervisor mediated positive relationships of the supervisors' POS with the subordinates' POS and performance. These findings suggest that supervisors who feel supported by the organization reciprocate with more supportive treatment for subordinates.     

心理契约履行和组织公民行为之间的关系研究

本研究在对159名在职人员的调查的基础上,比较全面地考察了心理契约的内容,并对心理契约实际履行情况带来的影响做了研究。结果发现：不同心理契约履行水平下,员工的组织公民行为存在显著差异。因此,我们可以认为如果要提高员工的组织公民行为,组织应该最大程度地履行员工的心理契约。这反映了员工与组织之间互惠交换关系的本质。另外,不同内容的心理契约履行带来的组织公民行为的提高,具体表现在不同方面。     

Effects of Perceived Organizational Support on Objective and Subjective Career Success via Need Satisfaction: A Study Among French Psychologists

The authors examined potential links between perceived organizational support (POS) and objective and subjective career success through the satisfaction of the 3 basic psychological needs (BPNs) posited in self‐determination theory. The inclusion of BPN satisfaction as a mediator provides an interesting route, suggesting it is a condition for POS to lead to career success. The authors submitted an online questionnaire to 379 French counseling psychologists and examined the responses using a cross‐sectional design with only 1 measurement. The results indicated the indirect effects of POS on objective career success via the satisfaction of the 3 BPNs and on subjective career success via satisfaction of the needs for autonomy and competence.     

Reciprocation of perceived organizational support

Four hundred thirteen postal employees were surveyed to investigate reciprocation's role in the relationships of perceived organizational support (POS) with employees' affective organizational commitment and job performance. The authors found that (a) POS was positively related to employees' felt obligation to care about the organization's welfare and to help the organization reach its objectives; (b) felt obligation mediated the associations of POS with affective commitment, organizational spontaneity, and in-role performance; and (c) the relationship between POS and felt obligation increased with employees' acceptance of the reciprocity norm as applied to work organizations. Positive mood also mediated the relationships of POS with affective commitment and organizational spontaneity. The pattern of findings is consistent with organizational support theory's assumption that POS strengthens affective commitment and performance by a reciprocation process.     

Exploring predictors of organizational identification: Moderating role of trust on the associations between empowerment,organizational support,and identification

The purpose of this study is to explore the associations among psychological empowerment, perceived organizational support (POS), trust in supervisor, and organizational identification. In particular, this study posits that trust in supervisor moderates the relationships between psychological empowerment, POS, and organizational identification. Blue collar employees from the shipping industry in Turkey are selected as the main target of this study. A total of 518 questionnaires were analysed. Results indicate that all the dimensions of psychological empowerment, namely goal internalization, perceived competence, and perceived control, POS, cognition- and affect-based trust in supervisor are positively associated with organizational identification. Moderation analysis shows that cognition-based trust in supervisor moderates the relationships between perceived competence, perceived control, and organizational identification, whereas affect-based trust in supervisor moderates the relationships between goal internalization, POS, and organizational identification. Furthermore, some practical implications are also discussed.     

Discriminant validity and interaction between perceived organizational support and perceptions of organizational politics: A temporal analysis

We used two‐wave panel data based on a sample of 137 employees from a small Korean manufacturing company to examine first the discriminant validity of, and then the interaction between perceived organizational support (POS) and perceptions of organizational politics (POP). We focused on the relationships between POS, POP, and three employee work‐related outcomes, affective organizational commitment, intention to stay, and individually oriented organizational citizenship behaviour (OCBI). Confirmatory factor analysis revealed that POS and POP were distinct constructs. Moreover, time‐lagged LISREL estimates showed that POS and POP were differentially related to the three outcomes in a theoretically predictable way. POP did not moderate the relationship between POS and either affective commitment or intention to stay. POS, however, significantly moderated the POP–OCBI relationship. The implications of the results for POS and POP theory and research are discussed.     

Support from the top: supervisors' perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships

The authors hypothesized that supervisors' perceived organizational support (POS) would moderate the relationships between leader-member exchange (LMX), job satisfaction, and job performance. On the basis of social exchange theory, supervisors' exchanges with the organization and subordinates should be interconnected. The authors expected that supervisors with high POS would have more resources to exchange with subordinates. Thus, supervisor POS should enhance the relationships between LMX and job satisfaction and LMX and job performance for subordinates. Hierarchical linear modeling analysis provided support for the hypotheses in a sample of 210 subordinates and 38 supervisors of a grocery store chain. The positive relationship between LMX and job satisfaction was stronger when supervisors had high POS. Moreover, LMX was related to performance only when supervisors had high POS.     

Psychological contract and job security among call centre agents: Preliminary evidence

This study explored call centre agents’ perceived psychological contract and job security in a South African call centre setting. We interviewed a purposive sample of 12 call centre agents (female = 8, male = 4; black = 10, coloured = 2; permanent employees = 12; mean period of service = 3 years). The agents responded to semi-structured interviews. Thematic analysis of the data indicated that the call centre agents perceived their psychological contracts with the employer to influence their job security over and above their legal contracts. Call centre agents’ perceptions of unmet psychological expectations and obligations contributed to their workplace demotivation and disengagement. We propose a preliminary conceptual model for studying psychological contract and job security among call centre agents.