Towards a social-cognitive theory of multiple psychological contracts

ABSTRACT

Psychological contracts are typically conceptualized as an employee’s perceived terms of exchange with an employer. However, more and more researchers recognize that defining psychological contracts in such a unitary manner does not adequately reflect the complex nature of modern organizations and work. Most individuals likely maintain numerous work-related exchange relationships that are not necessarily confined within the boundaries of a single organization nor characterized by a traditional employment relationship. Contributing to this emerging body of research, we draw on social exchange and social cognition theories to begin developing a theory of multiple psychological contracts. Towards this end, we generate a series of propositions predicting that the relative likelihood of an individual holding a psychological contract with a particular individual, group, or organization as a counterparty is contingent upon degrees of perceived dependence, accountability and trust. We further predict the dynamic nature of the contents (relational, transactional, balanced or ideological) of these contracts and how it may evolve over time. As a whole, these propositions help explain how an individual’s attitudes and behaviours differ across psychological contracts and the exchange relationships they govern. This work provides an introductory foundation on which a more comprehensive body of future research can be built.     

Sex Differences In Response To Evaluative Feedback: A Field Study

We investigated sex differences in response to evaluative feedback among bank employees who were going through the annual performance evaluation process. Questionnaires were mailed to employees before and after they had their face–to–face evaluation with their supervisor. Women and men received similar evaluation scores. Men's self–esteem was relatively unaffected by the nature of the feedback, whereas women's self–esteem slightly improved after positive feedback and substantially dropped after negative feedback. After the evaluations, women reported greater intentions to change their behavior based on the evaluation. However, this finding was accounted for by men's higher job status relative to women. The findings for self–esteem were partly explained by women's greater agreement with the feedback compared to men. Future research should explore how the nature of the supervisee–supervisor relationship influences how women and men respond to feedback.