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.