职业院校教师情感承诺与职业倦怠的关系：情感承诺的中介作用和职称的调节作用

通过整群取样法对全国14个省市36所职业院校共1237名专职或兼职专业教师进行测查,探讨心理契约履行对教师职业倦怠的影响作用机制,即情感承诺在其中的中介作用,以及职称对上述关系的调节效应。结果表明：（1）情感承诺在心理契约履行对职业倦怠的影响关系中起了部分中介作用;（2）教师职称对心理契约履行对职业倦怠的影响作用具有调节效果;使用总效应调节模型对情感承诺在心理契约履行对教师职业倦怠的中介效应及教师职称的调节作用进行综合性分析,发现教师职称主要在第一阶段,即心理契约履行对情感承诺的影响作用上调节效果显著。当教师的职称较低时,上述关系及效应也越强。     

Psychological contract breach,affective commitment to organization and supervisor,and newcomer adjustment: A three-wave moderated mediation model

This study examines the relationship of psychological contract breach to newcomer adjustment outcomes using affective commitments to organizations and supervisors as mediators and also looks at the moderating role of affective commitment to supervisors. Drawing from data collected at three points in time among a sample of newcomers (N = 224), we found that Time 2 affective organizational commitment mediated a positive relationship between Time 1 psychological contract breach and Time 3 turnover intention and emotional exhaustion. Moreover, affective commitment to supervisors interacted with organizational commitment such that the latter was more negatively related to Time 3 outcomes at low levels of commitment to supervisors. Similarly, the indirect relationships of psychological contract breach to Time 3 outcomes were stronger and negative at low levels of commitment to supervisors. Affective commitment's role in the psychological contract breach-outcome relationships during the entry period is discussed.     

Psychological contract breach,affective commitment to organization and supervisor,and newcomer adjustment: A three-wave moderated mediation model

This study examines the relationship of psychological contract breach to newcomer adjustment outcomes using affective commitments to organizations and supervisors as mediators and also looks at the moderating role of affective commitment to supervisors. Drawing from data collected at three points in time among a sample of newcomers (N = 224), we found that Time 2 affective organizational commitment mediated a positive relationship between Time 1 psychological contract breach and Time 3 turnover intention and emotional exhaustion. Moreover, affective commitment to supervisors interacted with organizational commitment such that the latter was more negatively related to Time 3 outcomes at low levels of commitment to supervisors. Similarly, the indirect relationships of psychological contract breach to Time 3 outcomes were stronger and negative at low levels of commitment to supervisors. Affective commitment's role in the psychological contract breach-outcome relationships during the entry period is discussed.     

The role of change in the relationship between commitment and turnover: a latent growth modeling approach

Through the use of affective, normative, and continuance commitment in a multivariate 2nd-order factor latent growth modeling approach, the authors observed linear negative trajectories that characterized the changes in individuals across time in both affective and normative commitment. In turn, an individual's intention to quit the organization was characterized by a positive trajectory. A significant association was also found between the change trajectories such that the steeper the decline in an individual's affective and normative commitments across time, the greater the rate of increase in that individual's intention to quit, and, further, the greater the likelihood that the person actually left the organization over the next 9 months. Findings regarding continuance commitment and its components were mixed.     

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.     

Adaptation to increased work autonomy: The role of task reflection

Psychological contracts are a powerful concept in research on organizational behaviour. Substantial negative reactions towards perceived breaches to the psychological contract have been reported in many studies. There are sound theoretical arguments for the existence of a point in the continuous perception of contract breach, where sudden changes in attitudes occur in the relationship between breach and outcomes (i.e., thresholds). Using questionnaire data from 592 employees working in more than 30 different organizations across Germany, segmented regression models were tested against curvilinear effects for the relationship between breach of the psychological contract and job satisfaction, affective organizational commitment, intention to quit, violation, and trust. This study provides empirical evidence for threshold models of psychological contract breach. The results imply that prior studies have underestimated the impact of psychological contract breach.     

Psychological contracts and their implications for commitment: A feature-based approach

Two studies were conducted to examine the link between employee perceptions of the psychological contract and their affective and normative commitments to the organization. The authors adapt a new approach to the study of psychological contracts by developing a generalizable measure of contract features (e.g., scope; time frame). In Study 1 (N = 301), the authors predicted and found that employees’ perceptions of the contract’s features contributed beyond perceptions of contract type (i.e., transactional; relational) and fulfillment to the prediction of affective and normative commitment. In Study 2 (N = 147), the features measure was refined and results from the first study were largely replicated. In both studies, affective and normative commitment were greater when employees viewed the contract as broad, trust-based, equal, negotiated, tangible, and long-term, and weaker when they saw it as unequal, imposed, and short-term. We also found evidence for patterns of features that correspond to transactional and relational contracts, as well as to recently proposed balanced contracts and I-Deals. Implications for theory and the management of psychological contracts are discussed.     

Effects of psychological contract breach on performance of IT employees: The mediating role of affective commitment

In this study, we investigated the relationships between psychological contract breach, affective commitment, and two types of employee performance (i.e. civic virtue behaviour and in‐role performance). It was predicted that an experience of contract breach can severely hurt the affective commitment of the employees and this, in turn, results in poor in‐role performance and less civic virtue behaviours. Results revealed that affective commitment had differential mediating effects on the two types of employee performance. That is, affective commitment mediated the relationship between breach and self‐reported and supervisor‐rated civic virtue, but not the relationship between breach and in‐role performance.     

The impact of role stress on workers' behaviour through job satisfaction and organizational commitment

Dysfunctions in role performance have been associated with a large number of consequences, almost always negative, which affect the well-being of workers and the functioning of organizations. An individual's experience of receiving incompatible or conflicting requests (role conflict) and/or the lack of enough information to carry out his/her job (role ambiguity) are causes of role stress. According to previous theory, role ambiguity and conflict decrease workers' performance and are positively related to the probability of workers leaving the organization. Job satisfaction refers to a positive evaluation of a job, while organizational commitment refers to an employee's attachment to the organization. The affective dimensions of organizational commitment and job satisfaction are considered to be important predictors of turnover intention, absenteeism, and job performance. In the literature, role conflict and ambiguity have been proposed as determining factors of workers' job satisfaction and their commitment towards the organization. The role of job satisfaction and organizational commitment were analysed as variables that should mediate between role ambiguity and conflict and employees' behaviour. The hypotheses were confirmed by means of path analysis carried out with data obtained from a sample of Spanish blue-collar workers employed by a bus company and a water supply company. Role stressors were negatively related to affective commitment mediated through job satisfaction. Affective commitment to the organization exerted a positive influence on performance and reduces the withdrawal behaviour analysed— intention to leave and absenteeism—although the strongest predictor of intention to leave was, in this study, job satisfaction.     

The relationship between psychological contract breach and organizational commitment: Exchange imbalance as a moderator of the mediating role of violation

This study tested the mediating role of violation in the relationship between breach and both affective and continuance commitment and the extent to which this mediating role is moderated by exchange imbalance amongst a sample of 103 sales personnel. Results suggest that violation mediated the relationship between breach and commitment. Also, results suggest that perceived exchange imbalance moderates this mediating pathway: Low exchange imbalance increases the mediating role of violation in the case of affective commitment. On the other hand, exchange imbalance failed to moderate the mediating influence of violation in the case of continuance commitment. Results are discussed in view of the importance of a) including both measures of violation and breach in future studies and b) the role of social exchange in explaining psychological contract violation.     

Person–organization (culture) fit and employee commitment under conditions of organizational change: A longitudinal study

This longitudinal study examines how person–organization fit, operationalized as congruence between perceived and preferred organizational culture, relates to employees’ affective commitment and intention to stay with an organization during the early stages of a strategic organizational change. Employees in a large energy company completed surveys before (N = 687) and after (N = 627) the change. We measured perceptions and preferences with regard to four components of organizational culture (human relations, open systems, internal process, and rational goal) derived from the Competing Values Model (Quinn, 1988), as well as affective commitment to the organization and intention to stay. Using polynomial regression and response surface analyses, we found that both perceived culture and culture fit related positively with the criterion variables within and across time. The strongest evidence for relations involving fit was obtained for those components of culture specifically targeted for change. Implications for future research and the management of organizational change are discussed.     

Testing the relationship between three-component organizational/occupational commitment and organizational/occupational turnover intention using a non-recursive model

This study explored the relationship between three-component organizational/occupational commitment and organizational/occupational turnover intention, and the reciprocal relationship between organizational and occupational turnover intention with a non-recursive model in collectivist cultural settings. We selected 177 nursing staffs out of 30 hospitals in Taiwan as our sample, and structural equation modelling analysis was conducted to test our hypotheses. The results showed that normative organizational commitment negatively correlates with organizational turnover intention most strongly, and affective occupational commitment negatively correlates with occupational turnover intention most strongly. Moreover, organizational turnover intention plays a mediating role in the relationship between normative organizational commitment and occupational turnover intention, while occupational turnover intention mediates the relationship between affective occupational commitment and organizational turnover intention. In particular, the reciprocal relationship exists between organizational and occupational turnover intention. Practical implications and suggestions for future research were also discussed.     

AN EXPLORATORY EXAMINATION OF PERSON-ORGANIZATION FIT: ORGANIZATIONAL GOAL CONGRUENCE

Relationships between organization members'agreement on organizational goats and their attitudes and intentions regarding the organization were investigated in this study. A constituency approach was used to operationalize the organization into meaningful units as the basis for comparison between organizational members. Specifically, the congruence between hierarchical levels (supervisor-subordinate) and within a level (member-constituency) was examined. Both types of congruence were hypothesized to relate positively to job satisfaction and organizational commitment and negatively to intention to quit. The hypotheses were tested using data from 356 principals and 14,721 teachers, each rating the importance of goals for their school. The results confirmed the hypotheses regarding goal congruence among members of a constituency (teachers) and between hierarchical levels (principals and teachers), with member-constituency congruence having the greater impact on teachers'attitudes and intention to quit.     

高绩效工作系统对员工心理契约破裂的影响:一个跨层的被调节中介

对北京、上海、山东、辽宁等地39家企业的52名人力资源经理和253名员工进行配对问卷调查,用跨层次分析方法,考察了高绩效工作系统(HPWS)对员工心理契约破裂的影响及其作用机制。研究发现:组织实施的HPWS(O-HPWS)与员工心理契约破裂显著负相关,员工体验的HPWS(E-HPWS)在这一过程中起完全中介作用;互动公平氛围调节了O-HPWS与E-HPWS的关系,且进一步调节了上述中介作用。     

Dynamics of psychological contracts with work engagement and turnover intention: The influence of organizational tenure

This study investigated the interrelations of the psychological contract with work engagement and turnover intention, which has hitherto been a largely overlooked topic in psychological contract research. Although previous research has mainly focused on how psychological contracts influence job attitudes and behaviours, it is proposed here that attitudes and behaviours also affect the psychological contract that the employee has with the organization. Moreover, it is proposed that because reciprocity norms are more important among shortly tenured employees, mutual relationships between psychological contracts and work engagement and turnover intention were stronger for employees with lower organizational tenure. Longitudinal data were collected among 240 employees and proposed models were evaluated with structural equation modelling. The results show that indeed psychological contract fulfilment was longitudinally related to higher work engagement and lower turnover intentions, but only for employees with low tenure. Moreover, stability in work engagement, turnover intention, and psychological contract over time was higher for those with high tenure, whereas the relations between turnover intention and the psychological contract were stronger for those with low organizational tenure. These findings demonstrate that psychological contracts are reciprocally interrelated with work outcomes, and that such relations are stronger for those with low tenure.     

Justice and politics: mechanisms for the underlying relationships of role demands to employees' satisfaction and turnover intentions

The present study examines the influence of ambiguity and conflict surrounding employees' job specifications on their dissatisfaction and withdrawal intentions in the workplace. A model is proposed, which introduces perceptions of organizational politics and procedural justice as key mediators in the relationship between role ambiguity and conflict, and the resulting supervisor satisfaction, pay satisfaction, and intention to quit. The model is tested using a sample of 782 full‐time employees of a national retail organization. Results supported the mediating role of procedural justice and perception of politics in the relationship between role ambiguity and conflict and the three outcome measures. Implications of the findings and future research directions are discussed.     

Psychological contract breach and job attitudes: A meta-analysis of age as a moderator

The aim of this study was to examine the influence of age in the relation between psychological contract breach and the development of job attitudes. Based on affective events, social exchange, and lifespan theory, we hypothesized that (1) psychological contract breach would be related negatively to job attitudes, and (2) that age would moderate these relations. The hypotheses were tested by means of a meta-analysis of k = 60 studies, using Weighted Least Squares estimation. Our results supported both hypotheses for the outcomes trust and organizational commitment. However, for job satisfaction the moderating influence of age was in the unexpected direction. The relations between contract breach and trust and organizational commitment were indeed stronger for younger workers, whereas the relation between contract breach and job satisfaction was stronger for older workers. The implications are discussed, and a research agenda is presented.     

Second-class citizen? Contract workers' perceived status,dual commitment and intent to quit

Outsourcing of jobs to contract workers who work alongside a client's employees has changed the human resource landscape of many organizations. In this study we examine how a contract worker's perceived employment status similarity to the client's own standard employees influences his/her affective commitment to both the client and the employer and ultimately intent to quit the employer. Using a sample of 623 contract workers, we found strong support for our hypotheses. In particular, findings indicate an important role for perceived employment status at the client organization in driving contract worker's attitudes and that contract workers consider both the client and the employer when making decisions to leave the employer. Implications for managing contractor relationships are discussed.     

Quitting before leaving: the mediating effects of psychological attachment and detachment on voice

This research advances understanding of the psychological mechanisms that encourage or dissuade upward, improvement-oriented voice. The authors describe how the loyalty and exit concepts from A. O. Hirschman's (1970) seminal framework reflect an employee's psychological attachment to or detachment from the organization, respectively, and they argue that psychological attachment and detachment should not be considered as separate, alternative options to voice but rather as influences on voice behavior. Findings from 499 managers in the restaurant industry show that psychological detachment (measured as intention to leave) is significantly related to voice and mediates relationships between perceptions of leadership (leader-member exchange and abusive supervision) and voice, whereas psychological attachment (measured as affective commitment) is neither a direct predictor of voice nor a mediator of leadership-voice relationships.     

Can you get a better deal elsewhere? The effects of psychological contract replicability on organizational commitment over time

Previous research on psychological contracts has focused on whether or not employees feel their employers have fulfilled the promises made to them. Instead, here we examine how perceptions of the external labor market, particularly about whether present psychological contracts could be replicated elsewhere, influence employees’ attachment to their current employers. In a longitudinal study of a diverse employee sample, we found perceptions that psychological contracts could not be replicated elsewhere accounted for a substantial amount of the variance in affective commitment (.38) and normative commitment (.29) and a smaller, but significant, amount of the variance in continuance commitment (.04). We also found significant moderating effects of age, work experience, and career stage on these relationships. The article concludes with implications for psychological contract theory, organizational commitment theory, and management practice.