Abstract
In this cross-sectional research design, the authors explore and offer evidence of differential obligations of permanent and contingent workers to their organization. Additionally, they holistically investigate the relationships between different psychological contract obligations and two dimensions of organizational commitment. They found limited support for the hypotheses that psychological contract perceptions varied across permanent and contingent workers and levels of commitment. Additionally, they discovered that organization-based self-esteem partially mediated the relationship between psychological contract and organizational commitment. Implications for management practice, limitations of the study, and directions for future research are also offered.
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