Psychological Contract Perceptions Research Articles

MEDIATING ROLE OF WORK ENGAGEMENT AND MODERATING ROLE OF ORGANIZATIONAL STRUCTURE IN THE EFFECT OF DARK LEADERSHIP ON PSYCHOLOGICAL CONTRACT

In the research, the relationship between the dark leadership perception, work engagement, psychological contract and organizational structure perceptions of white-collar employees of five-star hotels in Istanbul, Ankara and Antalya was analysed. In this regard, data was collected from 402 white-collar hotel employees through surveys. Frequency distribution analyses, reliability analyses, confirmatory factor analyses, correlation analysis, mediator and moderator effect analyzes were conducted. As a result of the analysis, it was determined that there was a significant and negative relationship between the perception of dark leadership and psychological contract and work engagement, and a significant and positive relationship between work engagement and psychological contract. In addition, it was understood that work engagement had a partial mediating role in the effect of dark leadership perception on psychological contract. Finally, it has been found that organizational structure has a moderating role in the effect of dark leadership perception on psychological contract.

Team psychological contracts: Effects of gender and social comparison orientation

Understanding the psychological contract (PC) perceptions of college students is crucial for attracting and retaining them as early-career employees. We explore how gender and social comparison orientation (SCO) serve as antecedents and moderators of PC breach. Potential PC obligations were examined across 34 teams of full-time business students. Moderated relationships between SCO and gender were examined relative to PC development, breach, and commitment via a survey following a semester-long team project. Results showed that gender significantly influenced obligation perceptions, with females possessing stronger obligations of their team. Positive relationships existed between SCO and the strength of reported obligations and with breach perceptions. Breach was negatively related to affective commitment to the team. Gender moderated several relationships, with females generally showing stronger, significant associations, consistent with relational PC expectations ( Adams et al., 2014 ). Given the rise of the boundaryless career (Kost et al., 2020), results enhance our understanding of implicit obligations college students hold in applied learning projects that further career-readiness. Results suggest that professors and career services staff can reduce the gap between students’ perceptions of their soft skills and employer expectations (Stewart et al., 2016). This study also facilitates our understanding of factors influencing team commitment, composition and perceived obligations.

The Relationship between Teachers' Perceptions of Compliance with the Psychological Contract and School Administrators' Empowering Leadership Behaviors

The aim of this study is to examine the effect of school administrators’ empowering leadership behaviors on the psychological contract perceptions of secondary education institution (high school) teachers. The population of the study consists of 2,878 teachers who were working at 47 high schools located in central Elazığ during the 2019-2020 school year. The sample of the study consisted of 470 teachers selected from 12 schools using the stratified sampling method. Data were collected by using the "Scale for School Administrator Compliance with Psychological Contract" developed by Koçak (2016) and the “Scale for Teacher Compliance with Psychological Contract". Teacher perceptions of the level to which school administrators displayed empowering leadership behaviors were measured by using the Empowering Leadership Behaviors Scale developed by Konczak and Stelly and Trusty (2000) and adapted to Turkish by Aras (2013). It was found that teachers had high perceptions of school administrator compliance with psychological contract (SACPC) and that they also had a high level of compliance with psychological contract (STCPC). Additionally, it was found that teacher perceptions of school administrators displaying empowering leadership behaviors (OYGLD) were also high. Perceptions of teachers who had been working for 7-11 years in the same school regarding school administrator compliance with psychological contract were higher than those of teachers who had been working in the same institution for 2-6 years. Moderately positive and significant relationships were found between the Scale for School Administrator Compliance with Psychological Contract (SACPC), the Scale for Teacher Compliance with Psychological Contract (STCPC) and its subdimensions, and the Empowering Leadership Behaviors Scale (ELBS). The variables of deciding on one’s own, knowledge sharing and innovative performance did not have a significant impact.

The psychological contract and retention practices in the higher education context: the mediating role of organisational justice and trust

Employee turnover and talent retention are both key concerns for higher education institutions because they are losing highly qualified staff members to the private sector and other higher education institutions that offer better rewards and benefits. This study explored the mediating effect of perceptions of organisational justice and trust relationships on the link between higher education institution staff’s psychological contract perceptions and satisfaction with organisational retention practices. The study involved a cross-sectional quantitative survey with a sample of ( N = 493) full-time employees, both from academic and support staff, at an open distance learning higher education institution in South Africa. Structural equation mediation modelling and mediation analysis showed that organisational justice and trust relationships function as positive parallel and separate mediating mechanisms in the psychological contract – retention practices’ satisfaction link. The study highlighted the importance of employees’ psychological contract beliefs in the employee–organisation relationship, and especially in determining mutual expectations that guide and shape perceptions of organisational justice and trust. Employees’ satisfaction with retention practices is positively enhanced when they experience mutually satisfactory just and trustworthy relations in the organisation.

Mapping the relationships between hotel employees’ perceptions of performance appraisal fairness, satisfaction, and psychological contract

Little is known concerning the extent to which employees’ perception of fairness enhances their satisfaction with the performance appraisal rater, feedback and system. The study tests whether these relationships are associated with the psychological contract that binds employees with their organizations. Drawing on the social exchange theory, this study examines these relationships with data collected from 230 hotel employees in the US. Analysis through structural equation modeling suggests that different types of organizational justices are associated differently with satisfaction with performance appraisal and the level of employees’ mental attachment to the organization. The implications of such findings are discussed.

Workplace bullying and team performance: the mediating role of team psychological contract breach

PurposeThis paper aims to examine the relationship between workplace bullying (WPB) and team performance (TP). And it also attempts to investigate the mediating role of team psychological contract breach (TPCB) in the relationship between WPB and TP.Design/methodology/approachMultiple sources and a time-lagged approach were applied at six-week intervals to 64 work teams across 12 different firms in Turkey to test the hypotheses. A linear regression analysis was conducted to evaluate the association between variables.FindingsThe results indicate that WPB leads to negative perceptions of TPCB, which, in turn, have a negative impact on TP.Research limitations/implicationsThis study design cannot establish causality, in spite of the fact that the authors used time-lagged data to decrease common method bias.Practical implicationsManagers or team leaders can design activities or programs (i.e. counselling sessions) to promote group cohesiveness, as well as immediately address complaints from team members who feel aggrieved to counteract the negative effects of bullying and reprimand perpetrators; such actions can mitigate perceptions of psychological contract breach.Originality/valueFew studies have been conducted to test the mediating role of TPCB in the team context. This study stands out as it examines the mediating effect of TPCB in the relationship between WPB and TP. The findings advance the understanding of how WPB could negatively affect TP in a mediation model.

An Investigation of Psychological Contract in Undergraduate Students

This study explores Chinese university students’ perception of psychological contract. Using questionnaires and a quantitative approach, the study indicates that money issues, rewarding work, delegation of authority and flexible working hours are of utmost importance to these students. The study participants will start their working lives in one or two years. Knowledge of their perceived psychological contract has implications for human resource management hoping to improve the relationship between employer and new hires.

The Effect of Psychologic Contract on Job Satisfaction and Intention to Leave: The Case of a Public University

The aim of this study aims to investigate the effect of psychological contract perception on employees' job satisfaction and their intention to leave distinctly from the related literature. In parallel with the context, the researchers have conducted a field study with the participation of 153 research assistants from a public university. SPSS (Statistical Package for Social Sciences) program is used for analysing the obtained data. The data shows that demographic factors of education and academic field of study are effective on the psychological contract perceptions and job satisfaction of the research assistants and their intention to leave. Furthermore, there is a relationship between the aforementioned perceptions and intentions. In the same way, the psychological contract perception is effective on job satisfaction and intention to leave. The findings of this research are significant in terms of guiding managers and institutions to consider the psychological contract framework to increase employee satisfaction and reduce the labour turnover rate.

The Effect of Psychological Contract Perceptions of University Administrative Personnel on their Job Satisfaction: The Mediating Role of Public Service Motivation

Kamu örgütleri yetersiz kaynaklar ile yüksek nitelikte kamu hizmeti üretme baskısı altındaki örgütlerdir. Kamu örgütlerinde çalışma yaşamı bir yandan örgütsel ilişkileri şekillendiren dinamiklerin, diğer yandan da kamu hizmetine ilişkin genel kabul görmüş değerlerin ve inançların etkisi altındadır. Psikolojik sözleşmenin örgütsel ilişkilere ilişkin dinamikleri, kamu hizmeti güdüsünün ise kamu hizmetine ilişkin değerleri ve inançları yansıttığı söylenebilir. Bu araştırmada üniversite idari personelinin psikolojik sözleşme algılarının iş doyumlarına etkisini ve kamu hizmeti güdüsünün bu ilişkideki aracı rolünü sınamak amacıyla yordama deseni kullanılmıştır. Araştırma Burdur Mehmet Akif Ersoy Üniversitesinde görev yapan 416 memur ve sürekli işçinin katılımıyla yapılmıştır. Veri toplama araçları olarak Psikolojik Sözleşme Ölçeği, Kamu Hizmeti Güdüsü Ölçeği ve İş Doyumu Ölçeği kullanılmıştır. Araştırmanın sonuçlarına göre ilişkisel sözleşme eğiliminin iş doyumu üzerinde olumlu bir etkisinin bulunduğu, kamu hizmeti güdüsünün ise anlamlı bir aracı olmadığı belirlenmiştir. Bu sonuçlara dayalı olarak bir yandan kamu hizmet standartlarının korunmasını sağlayacak diğer yandan da çalışan-örgüt arasındaki ilişkinin, ilişkisel sözleşmenin temel öğelerini kapsayacak düzeyde nitelikli kılınması ve bireysel özellikleri göz ardı eden genel uygulamalar yerine birey odaklı uygulamalara olanak tanıyan insan kaynakları yönetimi politikalarının uygulanması önerilmiştir.

Leadership style and psychological contract

This study explores the relationship between leadership style and psychological contract dimensions. The literature suggests that leaders in general and leadership style in particular can influence the psychological contracts of employees. Currently, there is no research as to how leaders perceive such contracts. This qualitative study presents the interview findings of twenty-three leaders working in public and private sector organisations. Differences were found between neutral and transformational leaders. Neutral leaders had a more transactional psychological contract, whereas the transformational leaders had a more relational psychological contract. This study adds to the literature as there is no current framework that considers the relationship between leadership styles with the psychological contract. Overall, the results indicate differences in psychological contract perceptions for different leadership styles.

The effect of ethical leadership on perception of organizational justice: The mediating role of perception of psychological contract

The effect of ethical leadership on perception of organizational justice: The mediating role of perception of psychological contract

Otel İşletmeleri Çalışanlarının Algıladıkları Otantik Liderlik Davranışının Psikolojik Sözleşme ve İşten Ayrılma Niyeti Üzerindeki Etkisi: Antalya Örneği

The main purpose of this research is to determine the effect of the authentic leadership behavior perceived by the employees of the hotel businesses on their psychological contract and intention to quit. The universe of the research consists of five-star hotel management employees operating in Antalya. In order to realize the purpose of the research, data was obtained from the survey staff from 402 hotel staff selected by simple random sampling method. The level of perception of employees' authentic leadership and psychological contract is medium; it is determined that their intention to leave is low. At the same time, as a result of the research, it has been determined that authentic leadership affects the psychological contract level positively and the intention to quit negatively.

Psychological contract, career concerns, and retention practices satisfaction of employees: Exploring interaction effects

Retaining employees is a major concern for higher education institutions which are constantly on the lookout for new and innovative ways of retaining knowledge workers. Previous research has highlighted compensation, training and development opportunities, supervisor support, and career opportunities as important retention factors, especially in the context of higher education (Deas 2017). This study consequently explored the interaction effect between employees’ perceptions of the psychological contract and their career concerns in predicting their satisfaction with organizational retention practices relevant to the higher education context (career opportunities, compensation, supervisor support, training and development opportunities). A cross-sectional sample of 579 participants from a higher education institution in South Africa was used. A hierarchically moderated regression analysis subsequently showed that the influence of negative perceptions of the psychological contract on dissatisfaction with training and development practices are conditional on high levels of career development concerns. Thus, career development concerns act as a moderating variable in the relationship between psychological contract perceptions and satisfaction with training and development opportunities as retention practice. The results of this study bring new insight and valuable knowledge to retention theory that could potentially inform human resource practices for retaining valuable employees.

How high-commitment HRM relates to PC violation and outcomes: The mediating role of supervisor support and PC fulfilment at individual and organizational levels

Psychological contract (PC) constitutes a theoretical framework for; explaining labor relationships, and it has been considered as a; mediation step between structural variables and processes and work and; organizational outcomes. Whereas PC (un)fulfillment; showed consistent relationships with variables such as job satisfaction, organizational commitment, performance, or absenteeism, the effects of PC; violation (emotional answers that develop after perceptions of PC; breach) have been less investigated. In addition, structural antecedents; of PC constructs had included Human Resources (HR) practices. This paper aims to extend; research on PC and its role as a mediator between HR practices and work; outcomes, both at individual and organizational levels. Specifically, we; examined the impact of human resource practices on employee performance; and sickness absences through a sequence of supervisor support, PC; fulfillment and PC violation. In a sample of 4648 employees from 214; companies of seven different countries, our results indicate that high-commitment; human resource practices were significantly and negatively; related to PC violation through supervisor support and positively to PC; fulfillment; in turn, PC violation was negatively related to employee; performance and positively to sick leave. These relationships at the; individual level were partially replicated at the organizational level, developing partial homologous models and showing that shared perceptions; about HR practices lead to shared perceptions on PC affecting collective; outcomes. Therefore, the findings shed new light on PC theory, regarding; the mediating role of PC constructs and negative emotions in the; relationships between HR practices and support from supervisors and performance at individual and organizational levels.

Psychological contract and employee attitudes

PurposeThis paper aims to investigate the Chinese employment relationship under the framework of psychological contracts. The authors explored the effects of firm ownership (in terms of state-owned and private enterprises) and employment type (in terms of permanent and temporary employees) on employee perceptions of psychological contract. In addition, the associations between fulfilled psychological contract and various dimensions of employee attitudes were examined.Design/methodology/approachThe authors adopted a questionnaire as the primary instrument to investigate the impact of firm ownership and employment type on psychological contract perceptions and outcomes. The analysis was based on a Chinese sample of a size of 363 employees.FindingsThe results indicate that state-owned employees overall reported fewer promises (employer under-obligation promised psychological contract), while private employees tended to have more promises (mutual high obligation, employer over-obligation and quasi-spot obligation promise-based psychological contract). Permanent employees reported high fulfillment (employer over-obligation, mutual high obligation and employer under-obligation fulfilled psychological contract). In contrast, temporary employees presented many promises (mutual high obligation promised psychological contract) and low fulfillment (quasi-spot fulfilled psychological contract). In general, firm ownership had weak effects on permanent and temporary employees’ perceptions of promise-based psychological contract, but no significant influence on fulfillment-based psychological contract. Moreover, psychological contract fulfillment was positively related to employees’ fairness perception and job satisfaction, while negatively related to the intention to quit. The authors failed to find comprehensive statistical support for the moderating effects of firm ownership or employment type.Originality/valueThe study contributes to the literature through a number of ways. First, instead of psychological contract breach, the authors use psychological contract fulfillment as a direct measure to examine the relationship between psychological contract and employees’ attitudes. Second, they investigate the effects of firm ownership on employment relationship under the psychological contract framework, enriching the institutional lens of the issue. Third, while majority of psychological contract studies concerning employment type concentrate on either permanent or temporary employees, the authors take both types into account. Fourth, they integrate perspectives of firm ownership and employment type. Finally, the authors perform the study in the Chinese context, which offers extra evidence to the body of psychological contract literature.

Work-life balance psychological contract perceptions for older workers

PurposeThe purpose of this paper is to examine the role of work–life balance (WLB) inducements of the psychological contract on three work-related outcomes for a sample of Dutch older workers: psychological contract breach, turnover intentions and intentions to participate in development activities.Design/methodology/approachThis paper employs polynomial regression and response surface methodology.FindingsResults show that the volume at which fulfillment occurs is important in predicting feelings of psychological contract violation and intentions to engage in development activities but that this relationship is not straightforward for turnover intentions. Furthermore, under- and over-fulfillment have different relationships with intentions to participate in development activities than previous literature suggests. Additionally, gender moderates a number of the relationships in this study.Originality/valueThis study provides detailed insights regarding the dynamics between promised and delivered WLB inducements and outcomes for a sample of older workers instead of presenting generalized differences between several age groups.

Exploring the Effect of Leader Member Exchange (LMX) Level on Employees Psychological Contract Perceptions

Leader member exchange (LMX) theory emphasizes that leaders establish different associations with each one of their followers through a system of exchanges and a psychological contract is an employees beliefs regarding the mutual obligations between the employee and an employer. Within this study the impact of subordinates’ leader member exchange level on perceived psychological contract violation has been identified at first and it has been found that subordinates’ leader member exchange level negatively effect on perceived psychological contract violation. Also it is seen when the demographic variables are taken into account that there are significant relations between education level, type of employment and age categories.

I Am So Tired… How Fatigue May Exacerbate Stress Reactions to Psychological Contract Breach.

Previous research showed that perceptions of psychological contract (PC) breach have undesirable individual and organizational consequences. Surprisingly, the PC literature has paid little to no attention to the relationship between PC breach perceptions and stress. A better understanding of how PC breach may elicit stress seems crucial, given that stress plays a key role in employees' physical and mental well-being. Based on Conservation of Resources Theory, we suggest that PC breach perceptions represent a perceived loss of valued resources, subsequently leading employees to experience higher stress levels resulting from emerging negative emotions. Moreover, we suggest that this mediated relationship is moderated by initial levels of fatigue, due to fatigue lowering the personal resources necessary to cope with breach events. To tests our hypotheses, we analyzed the multilevel data we obtained from two experience sampling designs (Study 1: 51 Belgian employees; Study 2: 53 US employees). Note that the unit of analysis is “observations” rather than “respondents,” resulting in an effective sample size of 730 (Study 1) and 374 (Study 2) observations. In both studies, we found evidence for the mediating role of negative emotions in the PC breach—stress relationship. In the second study, we also found evidence for the moderating role of fatigue in the mediated PC breach—stress relationship. Implications for research and practice are discussed.

ONE BIG HAPPY ENGINEERING FAMILY? THE INFLUENCE OF PSYCHOLOGICAL CONTRACTS ON TEAM OUTCOMES AND THE MEDIATING ROLE OF PERSON-TEAM FIT

Teamwork is frequently used to tackle complex and demanding tasks in organizational and educational settings. While teamwork may offer substantial benefits, the challenges of working effectively in teams are considerable. This study examines the roles of psychological contract breach and person-team fit in relation to teams’ effectiveness. Twelve teams of electrical and computer engineering students were surveyed at three time points to assess their perceptions of personteam fit and psychological contract breach.Results of a longitudinal mediation model supported our hypotheses that team level psychological contract breach would result in decreased supplementary fit and increased complementary fit. Regarding team outcomes, we found that perceptions of supplementary fit increased team member peer feedback ratings, while perceptions of complementary fit increased team potency. Follow-up analyses revealed that psychological safety was positively related to psychological contract breach. Implications for practice are discussed.

One Big Happy Family? Unraveling the Relationship between Shared Perceptions of Team Psychological Contracts, Person-Team Fit and Team Performance.

With the knowledge that team work is not always associated with high(er) performance, we draw from the Multi-Level Theory of Psychological Contracts, Person-Environment Fit Theory, and Optimal Distinctiveness Theory to study shared perceptions of psychological contract (PC) breach in relation to shared perceptions of complementary and supplementary fit to explain why some teams perform better than other teams. We collected three repeated survey measures in a sample of 128 respondents across 46 teams. After having made sure that we met all statistical criteria, we aggregated our focal variables to the team-level and analyzed our data by means of a longitudinal three-wave autoregressive moderated-mediation model in which each relationship was one-time lag apart. We found that shared perceptions of PC breach were directly negatively related to team output and negatively related to perceived team member effectiveness through a decrease in shared perceptions of supplementary fit. However, we also demonstrated a beneficial process in that shared perceptions of PC breach were positively related to shared perceptions of complementary fit, which in turn were positively related to team output. Moreover, best team output appeared in teams that could combine high shared perceptions of complementary fit with modest to high shared perceptions of supplementary fit. Overall, our findings seem to indicate that in terms of team output there may be a bright side to perceptions of PC breach and that perceived person-team fit may play an important role in this process.