组织公正管理——基于心理帐户的视角

组织公正管理对组织意义重大,心理契约的提出给我们动态的管理组织公正提供了指导,心理帐户的提出使我们对组织公正的评判过程有了进一步的了解.其中经济帐户主要与交易型心理契约关联,而情感帐户主要与关系型心理契约关联.并最终影响公平感.     

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     

新员工心理契约短期动态变化的实证研究

本文从心理契约具有动态性的角度出发,考察了新员工进入企业组织后的社会化过程中,心理契约预期、心理契约执行与心理契约违背三方面的变化。样本为382名进入企业组织的一年半以内的新员工。结果验证,心理契约在我国具有不同程度的短期动态变化的特性,具体情况因心理契约的预期、执行和违背的各维度而有所不同。同时,新员工早期工作经验与心理契约执行中的交易性义务变化有显著性差异。     

授权型领导、心理可得性与创新:组织支持感的作用

采用问卷调查法,以配对数据为样本,探讨了授权型领导对员工创新行为的影响,考察了心理可得性的中介作用与组织支持感的调节作用。结果表明:①授权型领导与员工心理可得性显著正相关;②心理可得性在授权型领导与员工创新行为间起部分中介作用;③组织支持感显著调节了心理可得性与员工创新行为间的关系;④组织支持感调节了心理可得性在授权型领导与创新行为间的中介作用。     

心理契约的内容、维度和类型

市场经济本质上是契约经济,契约是组织存在的基础。在深层水平上,契约表现为员工和组织所持信念的独特组合,这就是心理契约。经济模式的转变和经济全球化的发展使员工和组织之间的心理契约发生了巨大变化。文章首先对西方实证研究中心理契约的内容、维度、类型进行分析,然后对心理契约的时代特点加以阐述,最后对西方心理契约研究中存在的问题,以及开展心理契约研究对我国企业人力资源管理的意义进行讨论。     

职场排斥对培训行业员工建言行为的影响——有调节的中介作用模型

研究采用问卷法,以安徽、天津的培训机构中的401名在职员工为研究对象,以组织支持感作为中介变量,以积极心理资本作为调节变量,从资源保存理论的视角探讨了职场排斥对员工建言行为的影响。研究结果表明:(1)职场排斥对员工的建言行为具有负向预测作用,职场排斥水平越高,其建言行为水平越低。(2)组织支持感在职场排斥与建言行为之间起中介作用,职场排斥通过组织支持感影响员工的建言行为。(3)组织支持感的中介作用受到积极心理资本的调节,积极心理资本会增强组织支持感的中介作用。     

心理契约及其与工作满意度的关系初探

组织中的心理契约是组织与员工关系的心理纽带,对员工的态度和行为都有一定的影响作用。本文从心理契约的内容和类型出发,探讨其在工作中的动态形成过程。从一种隐藏的心理关系上把握员工的心态变化,以探讨心理契约的满足和违背对工作满意度都产生的影响。建立和谐的心理契约是增强凝聚力、建立良好雇佣关系的根本。     

工作场所中员工创新的内驱力：员工创造力自我效能感

自我效能感在创新领域具体运用后,发展为创造力自我效能感, 是指个体对创造成功的信念。以往的研究多集中于教育领域。随着员工创新在组织创新中地位提升, 研究者发现, 对创新成功所抱有的信念是支撑员工将创新行为实施到底的重要内在力量, 创造力自我效能感的研究开始向组织领域拓展。文章对创造力自我效能感在组织领域的最新研究进行归纳,总结了影响员工创造力自我效能感的主要因素：领导支持、工作的复杂度等;提炼了员工创造力自我效能感与员工创新的关系, 说明员工创造力自我效能感无论是作为员工创新心理的一个维度, 还是作为一个独立变量在个体创新机制中起中介或者调节作用, 均与员工创新紧密相关; 最后, 提出下一步的研究需要对员工创造力自我效能感的测量以及影响因素进行深入研究, 为管理实践提供更多的理论依据。     

心理资本与建言行为的关系:变革开放性和组织支持感的作用研究

基于积极心理资本理论和情感事件理论相结合的理论视角,研究采用两阶段追踪问卷调查方法收集数据,探讨了心理资本与员工建言行为的关系以及变革开放性和组织支持感在这个过程中的作用机制。数据分析结果表明:员工心理资本显著正向影响建言行为,变革开放性在心理资本与建言行为之间起着部分中介作用,组织支持感显著调节心理资本通过变革开放性影响建言行为的间接效应,在高组织支持感的条件下,变革开放性在心理资本影响建言行为过程中的中介作用显著,但是在低组织支持感的条件下,变革开放性的中介作用不明显。。     

民族型心理契约及回族员工角色外行为特征

在传统的心理契约维度结构模式的基础上, 提出民族型心理契约的理论。基于回族文化特征及现实特征, 确定民族型心理契约维度及其层次性特征, 分析民族型心理契约的民族文化背景以及组织情景因素, 探讨回族员工民族型心理契约的生成机理、民族型心理契约对组织绩效的影响, 以及益组织行为与损组织行为双向维度的回族员工角色外行为特征。从企业管理机制和企业文化角度架构民族型心理契约的组织干预模型。     

Multi-dependence in the formation and development of the distributed psychological contract

The psychological contract (PC) describes the implicit and explicit promises and obligations exchanged by individuals and organizational agents in an employment relationship. While it has typically been assumed that each employee establishes the PC with a single agent (i.e., the organization), it seems more realistic to treat PCs as multi-focused, involving various organizational agents. In a qualitative study of 41 professors employed at two public universities in Spain, we investigate the organizational agents involved in the formation and development of PCs, the mutual promises and obligations made by each party and the degree of PC fulfilment. Our findings reveal the multiplicity of organizational sources involved in the development of PCs and the complications that arise owing to multiple dependence. Based on our results, we discuss the need for a deeper examination of PCs from a multi-foci perspective in order to more fully understand the complex nature of the PC.     

The third dimension: Value‐oriented contents in psychological contracts

We propose value-oriented content of psychological contracts as being distinct from transactional and relational content, which we affirm using confirmatory factor analysis for employee, as well as organizational obligations. In a sample of 171 German parish volunteers, value-oriented volunteer and relational organizational obligations are significantly and positively related to job satisfaction as well as to time spent volunteering. The distinctive role of value-oriented content is reinforced by the finding that its associated employee obligations were the only ones that were significantly and positively related to both outcomes. Thus, value-oriented obligations may foster favourable work relationships and may even have the potential to stabilize work relationships during crises if obligations regarding an organization's core values are fulfilled. Examining the generalizability of these findings to nonvolunteer samples in future research is recommended.     

When employees behave badly: the roles of contract importance and workplace familism in predicting negative reactions to psychological contract breach

In this paper, we examine the influence of contract importance, feelings of violation, and workplace familism on the relationship between psychological contract breach and organizational deviance. Results from a study of 168 supervisor–employee dyads in a pharmaceutical organization suggest that (a) feelings of violation mediated the relationship between perceived breach and supervisor‐rated organizational deviance; (b) relational and transactional contract importance influenced the relationship between breach and feelings of violation such that the relationship was stronger under conditions of high relational and transactional importance; and (c) high levels of workplace familism mitigated the effects of feelings of violation on supervisor‐rated organizational deviance.     

Newcomer psychological contracts and employee socialization activities: Does perceived balance in obligations matter?

We sought to determine the extent to which one’s beliefs about the relationship between an employee and an organization at the start of employment influence subsequent socialization activities. The balance of employee exchange relationships, employee perceptions of both their own obligations and the employers’ obligations, were collected from 120 newcomers in a public sector organization on the first day of employment and again three months later. We found the relationship between employee obligations and two socialization activities (time with mentor and time spent in training) depended on the employee’s perceptions of what the employer owed the employee, such that employees in unbalanced relationships tended to engage in more socialization activities than employees in balanced relationships.     

Newcomer psychological contracts and employee socialization activities: Does perceived balance in obligations matter?

We sought to determine the extent to which one’s beliefs about the relationship between an employee and an organization at the start of employment influence subsequent socialization activities. The balance of employee exchange relationships, employee perceptions of both their own obligations and the employers’ obligations, were collected from 120 newcomers in a public sector organization on the first day of employment and again three months later. We found the relationship between employee obligations and two socialization activities (time with mentor and time spent in training) depended on the employee’s perceptions of what the employer owed the employee, such that employees in unbalanced relationships tended to engage in more socialization activities than employees in balanced relationships.     

Psychological Contracts, Organizational and Job Commitment

Increased use of time-limited contracts as the mainstay of employer-employee relations has implications for the psychological character of the exchange relationship. To investigate this, the current study is framed by Rousseau's (1995) psychological contract model (PCM). The psychological contract pertains to beliefs held by individuals about their contractual terms and conditions. The findings yield evidence for Rousseau's distinction between two types of contractual belief (relational and transactional), as well as the explanatory potential of the PCM over and above the concept of organizational commitment. As predicted. temporary workers were more transactional than relational in their contractual orientation. The findings are discussed with reference to a need to develop a theoretical basis for research on organizational involvement.     

The role of the formal employment contract in the range and fulfilment of the psychological contract: Testing a layered model

This study investigates the employment contract (temporary vs. permanent) in relation to psychological contract content and fulfilment. The psychological contract includes employees' perceptions of their obligations and their entitlements. We hypothesize that transactional elements constitute a common core that is shared both by temporary and permanent workers. Relational elements are added to this core to show employees' and employers' loyalty, and their intentions to do more than necessary. These elements are more likely to be perceived by permanent workers as compared to temporary workers. Additionally, we suggest that relational elements are difficult to fulfil. Accordingly, we expect lower levels of perceived fulfilment for permanent workers as compared to temporary workers. Based on exchange theory, we furthermore hypothesize that these perceptions follow a similar pattern in how employees report entitlements (i.e., what they receive from the company) and reports of their own obligations (i.e., what they give in return). Results based on a seven-country sample (N _permanent = 3354; N _temporary = 1980) show that permanent workers as compared to temporary workers perceive more relational entitlements and obligations but a similar level of transactional entitlements and obligations. Thus, these results supported the idea of a layered model. The relationship between contract type and fulfilment of the psychological contract was only partly in line with expectations. Temporary workers reported higher fulfilment of entitlements and transactional obligations, but no difference was found for fulfilment of relational obligations.     

Predictors and Outcomes of Relational and Transactional Psychological Contract

This study identifies the impact of individual and organizational factors on employee’s relational and transactional psychological contract. The study also investigates the effects of psychological contract on innovative work behavior and psychological ownership. The sample consisted of 307 employees working in four organizations in India. The results show that while creditor ideology predicted relational psychological contract, perceived organizational support emerged as the predictor of both relational and transactional contract. In terms of the outcomes of psychological contract, while transactional psychological contract emerged as a significant predictor of psychological ownership as well as innovative work behavior, relational psychological contract emerged as a significant predicator of only psychological ownership. Managerial Implications of the study are discussed.     

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.     

Psychological Contracts and Counterproductive Work Behaviors: Employee Responses to Transactional and Relational Breach

Purpose  

This study extends the research on counterproductive work behavior (CWB) by examining the psychological contract breaches that trigger employee CWB. Specifically, we explored the relationship between transactional and relational contract breach and five forms of CWB (abuse, production deviance, sabotage, theft, and withdrawal). Further, we considered the role of situational and individual factors that mitigate CWB engagement and examined the moderating effects of organizational policies meant to deter CWB and personality (conscientiousness, agreeableness, and emotional stability).