Psychological Contract Fulfillment Research Articles

Labour regulation in the public sector: Employment relationship, employment relations satisfaction and psychological contract

This paper aims to report on the outcome of the study that investigated the cause of the ongoing antagonistic employment relationship (ER) in the South African public sector workplace, which has negatively affected employment relations satisfaction (ERS) and psychological contract (PC) fulfilment. This antagonism between management and employees has lowered the levels of employer-employee trust (Sudiarta, 2021), as well as job satisfaction (Silitonga et al., 2020) in the workplace. This study, therefore, explored the type of ER, levels of ERS, and state of PC that is prevalent in the workplace to recommend solutions for the situation. A quantitative research approach was adopted for the study because of its appropriateness for the study’s objectives. Data collection was done by means of a structured questionnaire. The results revealed a prevalence of positive ER in the workplace, a higher level of ERS among employees, a negative state of PC, and a positive inter-relationship among the three variables. This led to the conclusion that although the three variables are positively interrelated, the PC influences both ER and ERS negatively in the workplace. This study contributes to knowledge and literature on ER, ERS and PC pertaining to their nature, interrelationship and collective effect in the workplace.

Temperament Cardinal to Psychological Contract Fulfillment: A Review

Temperament Cardinal to Psychological Contract Fulfillment: A Review

Job Satisfaction and Dissatisfaction as Outcomes of Psychological Contract: Evidence from the South African Workplace

The study examined the influence that the psychological contract has on the job satisfaction and dissatisfaction of employees in the South African workplace. It also studied in detail, the effect that psychological contract breach and fulfilment have on the satisfaction of employees with regard to their work, fellow-employee, supervisor, and the as a whole organisation. The data for this study therefore, was collected through perusal of existing scientific articles/papers, published/unpublished dissertations and theses, text books and other relevant informative documents. This makes the study to be premised on theoretical and analytical methodology. This article therefore, reveals the destructive effects that psychological contract breach has on the operation of organisations in South Africa, which are also presented and discussed in detail. The article also reveals the costly effect that employees’ job dissatisfaction has on organisations in terms of unplanned employee turnover. For the enhancement of psychological contract fulfilment, this article proposes strategies for organisations to adopt and implement, with an aim of improving employees’ job satisfaction in the workplace and ultimately discouraging turover intentions among employees. This study therefore, plays a very important and significant role in terms of contributing to literature and better understanding of psychological contract in general, and the effects that psychological contract has on employees’ job satisfaction and dissatisfaction in particular.

Psychological contract and employee attitudes: The effect of Employees’ and employers’ fulfillment and promises on fairness, job satisfaction, and intention to quit with the mediatory role of Psychological Contract fulfillment and breach complemented by morality

Psychological contract and employee attitudes: The effect of Employees’ and employers’ fulfillment and promises on fairness, job satisfaction, and intention to quit with the mediatory role of Psychological Contract fulfillment and breach complemented by morality

The Role of Psychological Contract Fulfillment in Public Sector Organizations

The Role of Psychological Contract Fulfillment in Public Sector Organizations

Impact of Psychological Contract Fulfillment on Employee Outcomes: Mediating Role of Affective Commitment

This research examine the effect of psychological contract fulfillment on employee outcomes including employee turnover intentions and employee constructive voice behaviors; whereas affective commitment was utilized as a mediator to examine the intensity of its effect on the relationship among psychological contract fulfillment and employee outcomes. The convenience sampling method was used. Data was gathered through onsite administration of a survey from individuals working in banking sector of Pakistan. The Psychological Contract Fulfillment Scale (Conway & Briner, 2002), Affective Commitment Scale (Meyer, Allen, & Smith, 1993), Employee Turnover Intentions Scale (Kuvaas, 2006) and Employee Constructive Voice Behaviors Scale (Van Dyne & Lepine, 1998) were used. The findings depict psychological contract fulfillment had negative relationship with employee’s turnover intention whereas it was positively linked with employee’s constructive voice behaviors. Further results revealed affective commitment significantly mediate relationship between psychological contract fulfillment and employee outcomes such that fulfillment of psychological contract positively contributes towards affective commitment levels among workforce which eventually increases constructive voice behaviors and lower turnover intentions among employees within an organization.

Social exchange and psychological ownership as complementary pathways from psychological contract fulfillment to organizational citizenship behaviors

PurposeSocial comparison and job-based psychological ownership (JPO) are compared and contrasted as explanations for relationships between organization relational psychological contract fulfillment (ORPCF) and organizational citizenship behaviors (OCBs).Design/methodology/approachSurvey data were collected from 241 employees and 82 of their managers at an information services company. Data were analyzed using structural equation modeling to test for hypothesized and exploratory indirect relationships.FindingsConsistent results were found for sequential mediation from ORPCF to employee investment of the self into the job, to JPO, to supervisor-rated helping and voice OCBs. Employees' perception of their relational psychological contract fulfillment (social exchange) did not simultaneously mediate the relationships between ORPCF and employees' OCBs.Research limitations/implicationsPsychological ownership presents a complement to social exchange to explain effects of relational psychological contract fulfillment on employee outcomes. Because of the cross-sectional nature of the data conclusions about causality are quite limited.Practical implicationsOrganizations and managers should emphasize that fulfillment of relational psychological contract obligations represent a significant investment in employees, who reciprocate by investing themselves into their work. This in turn bolsters JPO and its positive employee outcomes.Originality/valueThis is the first study to directly compare social exchange and psychological ownership explanations for effects of psychological contract fulfillment on employees.

The relationship between psychological contract and voice behavior—a social exchange perspective

Our study explores the relationship between psychological contract (fulfillment/violations) and voice behavior (promotive/prohibitive). The study encourages promoting the development of positive voice behavior since the promotive voice behavior of employees would help the organization to grow and improve as per industry standards especially during the upcoming hi-tech era. If the knowledge workers do not show positive voice behavior, it is difficult for organizations to compete and sustain in such an era of digitalization. A cross-sectional survey was conducted for the assessment/validation of the model. Data was collected through a single self-reported questionnaire, filled out by the 89 employees of two private banks, working in 8 different branches. Further, the relationships among variables have been analyzed using structure equation modeling. Results show a strong and positive relationship between psychological contract fulfillment and promotive voice behavior whereas a negative relationship is indicated upon the violations and breach of psychological contract. Job satisfaction/dissatisfaction was also tested as mediators between these variables. Future researchers may test the same in different geographical locations and demographic conditions, whereas various personality traits may also be tested since voice behavior is an individual decision. The study represents the first of its kind on the said topic especially in the Pakistani context.

Building a Thriving Organization: The Antecedents of Job Engagement and Their Impact on Voice Behavior

For an organization to become sustainable, it is essential to keep employees engaged in their jobs with enthusiasm. Thus, this study presents and tests an integrative model of job engagement. Based on Kahn’s model, we adopted person–job fit (P–J fit), psychological contract fulfillment, and self-efficacy as the antecedents of job engagement, verified how these antecedents affect job engagement, and examined how they influence voice behavior. Data were collected from 189 subordinate–supervisor dyads from public corporations and private enterprises in South Korea. The results of the analysis suggested that all antecedents have positive relationships with job engagement. We also found that job engagement is positively related to employees’ voice behavior, and fully mediates the relationships between the antecedents and voice behavior. Moreover, our findings suggested that perceived coworker support moderates the relationship between job engagement and voice behavior.

STUDI EMPIRIS : PERAN IKLIM KERJA KREATIF DAN KESESUAIN TUJUAN TERHADAP PEMENUHAN KONTRAK PSIKOLOGIS SERTA DAMPAKNYA PADA KINERJA RELIGIUS

The creation of a positive climate must be carried out by an organization to support the development of the creativity of people who are members of the organization. The creation of a climate that supports creativity, especially in improving the performance of individuals and organizations / companies, of course, must bring about a match between goals between individuals and organizations. The organization must also pay attention to the rights of its members in addition to demanding full obligations. Fulfillment and violation of psychological contracts will have an impact on individual performance in general where the majority of Indonesia's population has a religious side that is still high.
 Religious performance is a hope and belief that what we do has a religious value. Thus the organization must be able to build and provide complete facilities in supporting the religious side of the members of the organization. The focus of this writing is how the creative work climate and goal congruence for the fulfillment of psychological contracts and their impact on religious performance. This writing uses relevant literature studies.
 This research is expected to be empirical study capable of presenting a picture of the creative work climate and Goal Congruence able to give effect to the fulfillment of psychological contracts and their impact on improving the performance of Religious employees.

Effect of Psychological Contract on Employee’s Performance with Employee Engagement as Mediator

Employee performance is effected by employee psychological contract fulfillment and breach with employee performance as a mediator. The written or non spoken psychological contract of a corporation or an organization is not discussed clearly in past studies with employee engagement . Fulfillment of this contract is obliging to learn the organization whole motives. Default and incongruence theory has been discussed. This Research is cross sectional based on a survey Research and for data analysis data has been collected from one hundred and ten employees of different organizations with personally administered questionnaire using Likert scale. The conceptual frame work show some hypothesis .For analysis Regression analysis and correlation analysis with validity test have been used to see the relationship and effect of independent variables on reliant on variables. Results of this study show spiritual contract Fulfillment stimuli employee engagement which results in better employee performance in an organization. Consequences for theory and practice have been discussed with directions for future.

The Affective Processes Underlying Event-Based Psychological Contract Breach and Fulfillment

Psychological contract research has focused on entity-based psychological contract fulfillment (i.e., a generalized evaluation reflecting the degree to which the organization has typically upheld its perceived obligations). Integrating attribution and appraisal theories of emotions, we argue that examining psychological contracts from an event-based perspective (i.e., specific instances of broken or fulfilled promises) can reveal important processes that are distinct from an entity-perspective. Using a daily diary study with event sampling, we find that broken and fulfilled promises are associated with disparate attributions. In turn, breach elicited negative emotions, which prompted negative mood and counterproductive behaviors whereas fulfillment elicited positive emotions, which prompted positive mood and citizenship behaviors. Importantly, broken and fulfilled promises aggregated to influence downstream entity perceptions of psychological contract fulfillment via mood. Theoretical contributions include the importance of (a) distinguishing between event/entity psychological contracts (b) acknowledging distinctions between broken/fulfilled promises, (c) examining emotions as a pivotal mechanism underlying event-based processes, and (d) acknowledging the influence of everyday broken and fulfilled promises on entity-based psychological contract fulfillment. Practical contributions include the importance of effectively managing psychological contracts on an everyday basis and ensuring that employees perceive that the organization does not breach and also fulfills its promises.

Revisiting How HRM Influences Employee Intention to Leave: Linking Both Actual and Perceived HRM

This paper investigates the indirect influence of perceptions of HR practices on employee outcomes. It adopts a novel linkage model to examine the relationships between employees’ perceptions of HRM practice implementation by line managers, experienced HRM by employees, psychological contract fulfilment and intention to leave. The model is tested via two studies. Study 1 adopts a cross-sectional research design and uses data collected from 1903 employees working in professional service firms. Study 2 adopts a time-lagged research design and uses data collected from 350 employees via two time points. Findings were consistent across studies: employee satisfaction with HRM implementation by line managers is positively associated with experienced HRM, which in turn is associated with psychological contract fulfilment, ultimately reducing employees’ intention to leave.

When and Why Psychological Contract Overfulfillment is Not Appreciated

This study advances research on psychological contract by examining social dominance orientation as a boundary condition that influences employees’ cognitive and affective responses to psychological contract overfulfillment. Drawing on social projection theory, we propose that psychological contract overfulfillment increases employee gratitude through attribution to employer prosocial motive, particularly among employees low in social dominance orientation. We testify our predictions in the context of individualized employment relationships. Data from exploratory interviews, a field survey study, and an experiment provide support for our predictions. This research contributes to the psychological contract literature by illuminating the psychological processes and outcomes associated with the positive end of psychological contract fulfillment. The findings also provide important managerial insights by highlighting the feature of power inequality in employment relationships and the role of ideology in shaping employee reactions to psychological contract appraisal.

An empirical study on expatriation success of MNCs: evidence from Japan

PurposeThe purpose of this study is to address the research gap and quantitatively examine how the psychological contracts (PCs) between Japanese expatriates and Japanese multinational corporations (MNCs) influence the expatriation success of both Japanese expatriates and Japanese MNCs.Design/methodology/approachThis study constitutes exploratory research, using a quantitative analysis as the main research method and a qualitative approach as a complement. A questionnaire survey was conducted, and data from 100 Japanese expatriate respondents were analyzed.FindingsThe results indicate that the fulfillment of PCs is indeed important for expatriation success. The age factor of expatriates also has significant impact on expatriation success. There is no complementary relationship between the fulfillment of Japanese expatriates and MNCs.Research limitations/implicationsOther organization variables may also be considered. Future research could also examine organizations' perceptions of Japanese expatriates' fulfillment of PCs. It is necessary for developing advanced methods to conduct increasingly precise research and provide improved methodological contributions.Practical implicationsThe efforts of both individual expatriates and MNCs are therefore indispensable to achieve successful expatriation. Attention should be paid to the training and development of younger expatriates.Originality/valueThis study allows the author to address the gap in studies regarding the expatriation success of both Japanese MNCs and expatriates from the perspective of PCs. This study has created a scale to measure the expatriation success. This study explores the interaction effect of the fulfillment of PCs by expatriates and MNCs, which has not been addressed in the literature on expatriation success.

Exploring frontline employee-customer linkages: a psychological contract perspective

Although the concept of psychological contract provides a valuable tool to explore frontline employees and customer relationships, this has received little research attention. To address this gap, we develop an integrated model anchored on social exchange theory and a set of research propositions which link together Human Resource Management (HRM) practices delivered by line managers, frontline employee psychological contract, frontline employee customer-oriented behaviors, and customer psychological contract fulfillment, eventually predicting customer outcomes. We also stress the moderating role of service climate and organizational identification, as well as the control effects played by frequency of interactions, nature of product/service, and frequency of purchase of the product/service. Our analysis offers useful theoretical and managerial implications, as well as directions for further research.

Examining team performance: the role of psychological contracts and engagement among co-workers

PurposeThe aim of this study was to investigate the role of shared psychological contract beliefs between colleagues in a work team, in team in-role performance and extra-role behaviours.Design/methodology/approachEmployees and team managers of 113 work teams answered questions about their working environment and relationships with experiences and perceptions. The data were used in CFA and structural modelling.FindingsThe results indicated that evaluations of co-worker psychological contracts in work teams are significantly associated with team in-role performance and extra-role behaviours through work engagement.Practical implicationsEmployees with perceived contract fulfilment not only contribute more to their team but also change their expectations of what a team should offer. Managers should be informed that these new and enhanced expectations have repercussions for existing HRM practices.Originality/valueLaulié and Tekleab (2016) have suggested that perceptions of psychological contract fulfilment shared by team members may act as a motivational driver for team performance, team attitudes and behaviours. This study is one of the first applications of this proposition in a mediation model and empirically tested for non-hierarchical co-worker relationships.

Authentic leadership and career satisfaction: the meditating role of thriving and conditional effect of psychological contract fulfillment

PurposeThis study aims examine the impact of authentic leadership on the career satisfaction of hospitality employees through the lens of thriving. The two components of thriving, that is, learning and vitality, are tested as mediators, and psychological contract fulfillment is tested as a boundary factor.Design/methodology/approachData are collected using an online survey through the Qualtrics panel service in the USA. Structural equation modeling and an invariance test are conducted to investigate the framework.FindingsThe findings show that authentic leadership can determine career satisfaction through the influence of learning and vitality. Moreover, psychological contract fulfillment exerts a conditional effect on this mediation.Practical implicationsThe findings of this study extend the understanding on authentic leadership and its impact under specific conditions. This study offers several meaningful recommendations to hospitality managers on how to influence employees’ career success to maintain sustainable performance. Detailed approaches include establishing practices for regular and authentic leadership development, increasing attention on employee thriving states and addressing employee psychological contracts.Originality/valueThis study enriches research on authentic leadership and career management in the hospitality industry. Moreover, this study provides meaningful insights by examining the relationships between authentic leadership, thriving, career satisfaction and psychological contracts.

Psychological contract-based Consumer Repurchase behavior On Social commerce platform: An Empirical study

Social commerce, integration of social media and e-commerce, provides potential opportunities for consumers to talk about their ideas and exchange product-related information on online shopping platforms. Given the substantial prospects related to business opportunities and consumers’ perceptions, this study explores the factors driving fulfillment of the psychological contract in social commerce platforms. This research proposes, examines, and proves a theoretical model for the post-purchase behavior of the consumers, through an empirical investigation of online questionnaire-based data, gathered from 367 consumers in a cross-sectional setting. Results show that the fulfillment of psychological contract, consumer loyalty, and affective commitment fully mediate the impact of consumer trust on platform and repurchase intention. The level of commitment toward the consumer by the platform is strongly related to the degree of consumer trust, which is reciprocated through re-purchase intentions. This study offers essential theoretical implications with regards to the social exchange theory, attribution theory, and an moderating effect of the platform empathy on consumers’ trust-psychological contract fulfillment relationship. Likewise, this research has significant implications for practitioners and managers.

Idiosyncratic deals in less competitive labor markets: testing career i-deals in the Greek context of high uncertainties

This study investigates the impact of pre-hiring (ex-ante) and after-hiring (ex-post) negotiation on organizational citizen behavior (OCB), through three serially connected relationships: (1) between the timing of negotiation and career i-deals (idiosyncratic deals), moderated by feelings of self-worth; (2) between career i-deals and OCB, mediated by psychological contract fulfillment, and employee organizational commitment; and (3) between employer and employee psychological contract fulfillment, mediated by employee organizational commitment. To do so, it utilizes the social exchange theory, and a sample of 1768 employees working within 162 private organizations in the current context of high economic and financial uncertainties in Greece. Using a comprehensive framework tested by structural equation multilevel modeling, the study conclusions imply that in the less-competitive labor market of Greece, (a) core self-evaluation (CSE), which reflect individual differences, do not moderate the relationship between timing of negotiation and career i-deals, but independently predicts career i-deals; (b) career i-deals influence psychological contract expressed in promises fulfillment (PF); employee organizational commitment constitutes the binding epicenter of the relationships between employer and employees PF and between career i-deals and OCB. Based on these findings, the study has several theoretical and practical implications for high uncertainty contexts.