Abstract
The effects of the fulfilment of the psychological contract and affective organizational commitment on job performance were examined in a four-wave longitudinal study with employees and their line managers in a public sector agency. We found that fulfilment of the psychological contract explained variance in organizational commitment and job performance, while organizational commitment had no predictive power with respect to job performance. However, together in a mediation model, the addition of organizational commitment as a mediating variable increased the explanatory power of the psychological contract regarding job performance. We present a metaphor with books on the top of a bookcase representing the best job performances. While the fulfilment of the psychological contract would be a step on the ladder that is necessary to reach the highest books, the organizational commitment would not. Rather, it would be how much an individual feels willing to stretch his/her arms. In a longitudinal mediation mod...
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