Types Of Psychological Contracts Research Articles

Leave or stay? Factors influencing consumers’ purchase intention during the transformation of a content anchor to a live stream anchor

PurposeAs live streaming becomes a widely used online sales mode, previously content-centred anchors are attempting to switch to e-commerce live streaming. The purpose of this research was to explore the mechanisms that prompt consumers to stay or leave after content anchors transfer to live e-commerce broadcasts. In addition, we explored the factors affecting consumption from the perspectives of anchors, consumers and the external environment.Design/methodology/approachWe distributed questionnaires to a group of fans who had experienced the transition of content anchors to live streaming and received back 375 valid questionnaires. Using psychological contract theory, we constructed a theoretical model for the scenario in which content anchors transition to live e-commerce broadcasting and analysed the data using partial least squares structural equation modelling (PLS-SEM).FindingsThe results show that circle culture, mainstream culture, initial trust and live streaming content all positively influenced consumers’ attitudes, whilst consumers’ past shopping experiences negatively influenced consumers’ attitudes. The personal charm of the content anchors did not have a significant effect on consumers’ attitudes. Additionally, we found that only anchors with a significant circle culture and good trust levels amongst fans were able to transition to live e-commerce streaming successfully.Originality/valueThis study extends the application of psychological contract theory to the field of e-commerce and describes the transformation of different types of psychological contracts. The paper’s conclusions provide a reference for decision-making and the implementation of transformation by content-based anchors to live streaming, helping them to coordinate their relationships with fans more effectively.

Fostering Employee Commitment: The Role of Psychological Contract

The purpose of this study is to examine the relationship between psychological contract and employee commitment from the perspective of employees. In this regard, four types of psychological contract have been selected as independent variables and employee commitment as dependent variable. The primary data have been collected from 340 private sectors’ employees in Bangladesh through floating a structured questionnaire designed with five-point Likert measurement scale. Descriptive statistics and bivariate correlation have been applied to know the interplay among independent and dependent variables. The linear regression result and hypothetical analysis reveal that relational and balanced psychological contract have significant relationship with employee commitment. On the contrary, transactional and transitional psychological contracts hypotheses are rejected due to the insignificance. Eventually the findings of the study imply that majority of the employees highly prefer enduring relational employment with loyalty, faith, commitment and job security rather than short term ambiguous employment with high contingent pay and training.

Psychological Contracts and Employee Voice: Does Breach Matter?

Empirical evidence shows that the type of psychological contract and psychological contract breach affect employees’ work behaviours. One of these behaviours is employee voice, which is a key to organisational dynamics. This research aims to determine empirically the ways in which different types of psychological contract are linked to different types of employee voice, and the ways in which psychological contract breaches affect these relationships. The paucity of literature on the relationship between all three variables necessitated this research. The research targeted South African employees working in medium to large organisations with a staff component larger than 60. In a cross-sectional survey, the respondents were asked to answer a questionnaire on psychological contracts, psychological contract breach and employee voice. Correlation and regression analyses were used to test the relationships and the moderation effect of psychological contract breach on the psychological contract–employee voice links. A total of 620 respondents returned completed questionnaires, which showed acceptable psychometric properties. Relational psychological contracts correlated with promotive dimensions of employee voice, while transactional psychological contracts and psychological contract breach correlated with prohibitive dimensions of employee voice. The psychological contract–employee voice relationship was moderated by psychological contract breach only in a transactional psychological contract environment, and only for the prohibitive employee voice dimension. Psychological contracts and psychological contract breach, as well as the interaction between them, influence employee voice; with hindsight, this occurs in explainable ways. The results contribute to the understanding of the complex relationship between these variables and provide fertile ground for the formulation of targeted hypotheses. Practical recommendations are included.

Organizational Citizenship Behaviour and Psychological Contract: The Moderating Role of Ethical Leadership

Purpose: The psychological contract is commonly cited in studies as a precursor to organizational citizenship behavior. While studies in the past have overlooked various forms of psychological contract i.e., relational, transactional, balanced, and transitional This study aims to investigate the effect of various types of psychological contracts on the organizational citizenship behavior.
 Design/Methodology/Approach: This study uses survey method for data collection. The data were collected from employees of electrical sector in Kingdom of Saudi Arabia. In total 400 responses were processed for data analysis. Structural equation modelling technique was used to test hypotheses.
 Findings: the data providing support for the hypothesis used in the study. And it was found that greater levels of organizational citizenship behavior are influenced by both relational and balanced contracts while the transactional and transitional dimensions of psychological contract reduced organizational citizenship behavior. In addition, it also confirmed ethical leadership provides boundary conditions between the influence of psychological contract and organization citizenship behavior.
 Implications/Originality/Value: The outcome is consistent with several earlier studies on psychological contracts and their connection to OCB. The study offers managers a useful understanding of the psychology of employees toward various psychological contract dimensions and how much these elements influence employees' organizational citizenship behavior.

Job crafting and organizational resources support impact on older workers’ bridge employment intentions: the role of psychological contract types

Job crafting and organizational resources support impact on older workers’ bridge employment intentions: the role of psychological contract types

Psychological contract breach and organizational citizenship behaviours: the moderating role of contract type

PurposeDrawing on the conservation of resources (COR) theory, this study aims to assess the moderating effect of the psychological contract (PC) type (relational, transactional and balanced) on the relationship between psychological contract breach (PCB) and organizational citizenship behaviours (OCBs).Design/methodology/approachThe authors administered a survey to a sample of 159 nurses working in a large public hospital. To analyse the survey data, the authors used partial least squares with SmartPLS v.3.3, a variance-based structural equation modelling technique that combines principal component analysis, path analysis and regression analysis.FindingsThis study shows that nurses counteract the loss of resources following a PCB by investing more in stronger interpersonal relationships with co-workers and patients as a way to recuperate from resource loss and gain social resources. In addition, the moderating effect of the PC type reinforces the relationship between a PCB and OCB in a way that relational and balanced PC types support OCB-I positively but negatively OCB-O. Furthermore, the transactional PC does not reinforce negatively the link between PCB and OCB-I, and the negative interacting effect on the PCB and OCB-O link is only partially supported.Research limitations/implicationsThe study findings are grounded on a cross-sectional research design and a convenience sampling strategy.Practical implicationsThe results highlight the relevance of human resources management practices centred on employee involvement and participatory supervision styles for ensuring OCB display at the workplace.Originality/valueThe results add new evidence to COR theory by highlighting the importance of social resources as a mitigator in the relationship between nurses’ PCB and OCB towards co-workers and patients (OCB-I). Hence, the OCB-I display will vary in function of the target and the moderating effect of PC type (relational, balanced or transactional).

Psychological Contract Types influence on Innovative Work Behaviour: Mediating Role of Leader–Member Exchange in Service Sector during Pandemic

Technological progression and fierce competition dominate the current dynamic business environment with challenges for firms in human capital engagement. One of the ways to overcome this is by focusing on the employee’s contracts for improved work behaviour. To address this, the study examines the effect of the psychological contract on innovative work behaviour for service sector employees, with leadership role as the motivating behaviour. Two hundred forty-eight participants from IT, ITES, telecom, banking and financial services, transportation and logistics, and education and training services responded to an online questionnaire. The research employed structural equation modelling using SPSS and AMOS for analysis. The study examines the mediation effect of leader–member exchange between transactional and relational contracts and innovative work behaviour; the paper deliberates on the results of transactional and relational contracts’ influence on leadership exchange and innovative work behaviour. The theoretical and managerial implications are presented, followed by the study’s limitations, and directions for future research are outlined.

Psychological Contracts and Organizational Commitment: The Positive Impact of Relational Contracts on Call Center Operators

With the increasing complexity and dynamism of the modern work experience, the importance of the psychological contract has become increasingly clear. Organizations and researchers alike have recognized the implications of this contract for employee performance, satisfaction and well-being. However, certain work contexts can increase psychosocial risks, making it crucial to investigate the individual and contextual characteristics that can promote well-being and mitigate risks. In this study, we examined the impact of psychological contract types and task repetitiveness on organizational commitment among call center employees. By conducting a cross-sectional study involving 201 call center employees working in-person and administering an ad hoc questionnaire, we aimed to enrich the scientific literature on the psychological contract and its implications for the call center work environment. Our findings revealed that a transactional psychological contract has a negative impact on affective and normative commitment, potentially undermining employees’ sense of obligation and responsibility towards these organizations. To promote healthy work relationships and well-being among call center employees, we suggest the importance of a relational psychological contract. By highlighting the role of psychological contract types in organizational commitment, our study offers valuable insights for both researchers and practitioners.

The supervisor's paradox: Why different psychological contract types lead to varied supervisory mentoring

Abstract Supervisory mentoring represents a type of social dilemma called a delayed social fence. This study adopts a social dilemma perspective to examine how the three types of psychological contracts (balanced, relational, and transactional) perceived by supervisors differently influence their mentoring. Drawn on social dilemma perspective, we proposed that supervisory mentoring would be more likely to occur when supervisors perceived benefit return from their mentoring provision in a timely manner. The results obtained from a sample of 596 supervisor–subordinate matched data from the self-reported questionnaires completed by 225 sales agent teams in the insurance industry in Taiwan support our predictions. Consistent with the social dilemma perspective, supervisory mentoring is more likely among subordinates whose supervisors perceived balanced psychological contract, while supervisory mentoring is less likely among subordinates whose supervisors perceived transactional psychological contract. Furthermore, we found that supervisory mentoring is positively related to subordinate performance. Our mentor-centric multilevel framework helps identify the social dilemma nature underlying mentoring provision, and verify the positive influence of mentoring on protégé performance.

Self-initiated expatriates in menial jobs: Destructive psychological contracts in the hospitality sector

This qualitative research explores the psychological contract (PC) of a sample of self-initiated expatriates (SIEs) working in the French hospitality sector, focusing on PC evaluation as well as reactions to PC breach and feelings of violation. The authors found evidence of a psychological contract type not discussed before in empirical studies. The employer in this research intentionally disrupts the exchange relationship, creating a destructive PC. In these cases, it is assumed that employees would exit such an employment relationship, but instead the study found a mix of dysfunctional behavior in the form of neglect, workplace deviance and revenge cognitions. Accounting for the limitations of the study the authors highlight the implications of the findings for theory, practice and future research.

The Mediating Role of Relational and Transactional Psychological Contract Fulfilment on the Relationship between Strength of the HR Signals and Job Satisfaction

The article is an employee-level, quantitative survey-based study investigating the relationship between HR signals and job satisfaction through the intermediary role of psychological contract (PC) fulfilment. Signalling theory and attributional theory provide the theoretical context to the study linking HR signals to job satisfaction. PC fulfilment has been viewed in terms of relational and transactional contract types. Analysis of the mediating ability of the two PC types reveals the differential extent of influencing the considered relationship. Primary data, in terms of employee responses from participating firms, have been collected through questionnaires. A two-step sampling process has been followed to select participating firms and respondents. Structural equation modelling has been carried out to examine the hypothesized relationships among the variables. The study contributes to the literature and has implications for practising managers. It provides evidence towards the attributional role of HR signals within firms. Moreover, it reveals a higher mediating effect by relational PC fulfilment than transactional PC fulfilment. Based on the study’s findings, practising managers need to pay closer attention to relational PCs than transactional PCs. The study contributes to a better understanding of the role of HR signals in manufacturing sector firms. The time, cost incurred for the survey and accessibility to firms for participation are some of the significant limitations affecting the study.

Organisational support: Associations with psychological contracts and turnover intention in the South African food manufacturing industry

The study examined the role of employee perceived organisational support (POS) in the relationship between employee psychological contract (PC) and turnover intention (TUI). The participants comprised employees in a South African (SA) food manufacturing company (n= 385 employees; female = 33.8%; age range 35 to 44 years; mean period tenure = 13 years, SD = 10.98 years), who completed the Perceived Organisational Support Scale (POSS), the Psychological Contract Scale (PCS), and the Turnover Intention Scale (TIS). Hierarchical regression results indicated that POS was associated with low transactional psychological contract (PC-T) and TUI levels. Additionally, the results indicated that POS to be associated with a higher level of psychological contact (PC-R) and lower TUI. Furthermore, the results indicated that females, older, and longer tenure, as well as higher level of formal education were associated with higher psychological contact and lower turnover intention. The findings are consistent with social exchange theory and organisational support theory in respect of creating a trusting work environment. By implication, employees with a high relational psychological contract type and perceived high organisational support, may have a higher organisational commitment and hence lower intent to quit.

Workplace Flexibility and Organizational Commitment: The Mediator Role of Psychological Contract

In this study, the mediator role of the psychological contract on the effect of workplace flexibility on organizational commitment was examined. The sample of the research consists of 112 participants working in different sectors and positions in Istanbul. To test the research hypotheses, Simple Regression Analysis and Hierarchical Regression Analysis were performed. As a result of the analyses, the full mediator role of the relational psychological contract and the partial mediator role of the transactional psychological contract on the relationship between workplace flexibility and affective commitment and normative commitment were determined. With the inclusion of continuance commitment in the analysis as a dependent variable, the mediating role of both types of psychological contracts did not occur. Organizations can influence their employees’ psychological contracts and increase their commitment to the organization by providing flexibility in the work environment. There is a limited number of national studies in which employees’ perceptions of flexible practices in the workplace are considered. Also, it is predicted that examining flexibility within the scope of different models will contribute to the field.

The Effects of Psychological Contracts, and the Breach thereof, on Innovative Work Behaviour

The literature is clear that maintaining psychological contracts between employers and employees is important, and that psychological contract breach often leads to negative outcomes, including the withdrawal of discretionary activities such as innovative work behaviour. Although most literature suggests that a psychological contract breach affects the desired outcomes negatively, the same literature is silent about under which type of psychological contract these outcomes occur. This research aims to empirically determine the way in which psychological contract breach affects the relationship between different psychological contracts (relational and transactional) and innovative work behaviour. A cross-sectional survey design was used, with respondents answering questions on psychological contracts, psychological contract breach and innovative work behaviour. Three results were dominant: transactional psychological contract did not correlate with innovative work behaviour, whereas relational psychological contract did so in a significant way; psychological contract breach correlated positively and significantly with transactional psychological contract and negatively and significantly with relational psychological contract, but not with innovative work behaviour; and psychological contract breach did not moderate the relationship between relational psychological contract and innovative work behaviour. The psychological contract type (relational psychological contract) therefore has a direct effect on innovative work behaviour, but psychological contract breach did not relate significantly to innovative work behaviour. Managers are alerted to the importance of relational psychological contracts when innovative work behaviour is the desired outcome, given the omnipresent psychological contract breach. Researchers are encouraged to investigate through which mechanisms psychological contract breach influences innovative work behaviour, as this link seems well supported by the literature.

Understanding Reward Delivery Obligations in Reward-based Crowdfunding: A Theoretical Analysis

Crowdfunding has emerged as a significant and growing source of capital for entrepreneurs. Among major forms of crowdfunding, reward-based crowdfunding (RBC) model is the most prevalent one. In this paper, we focus on the implementation stage of the RBC model and build an integrated theoretical framework to explain the commonly observed failures and delays in delivery of rewards to investors and to explain how these failures and delays may be perceived by investors as violations of entrepreneurs’ reward delivery obligations. We review RBC as a contractual relationship between entrepreneurs and investors. Drawing on entrepreneurial personality theory and psychological contract theory, we develop propositions and identify factors related to both entrepreneurs (overconfidence and narcissism) and factors related to investors (types of motivators and psychological contracts) that may explain failures and delays in reward delivery as well as perceived violations of reward delivery obligations. Implications for theory and practice are also discussed.

Perceived violations of reward delivery obligations in reward-based crowdfunding: an integrated theoretical framework

PurposeThis conceptual paper focuses on a common observation in the implementation stage of reward-based crowdfunding (RBC) – entrepreneurs' failures and delays in delivery of rewards to investors, which, in turn, may be perceived as violations of reward delivery obligations.Design/methodology/approachDrawing on entrepreneurial personality theory and psychological contract theory, this paper develops propositions and identifies factors related to both entrepreneurs (overconfidence and narcissism) and factors related to investors (types of motivators and psychological contracts) that may explain the perceived violations of reward delivery obligations. Implications for theory and practice are also discussed.FindingsThe theoretical analysis, by wielding two independently developed literatures, has demonstrated that it is important to investigate factors that are related to both investors and entrepreneurs in understanding issues and challenges at different stages of the RBC model. The authors believe that the current analysis provides an integrated understanding and a solid foundation for researchers to further examine these issues by empirically testing these propositions.Originality/valueThe authors examined two previously understudied psychological factors in the context of RBC – entrepreneurial traits, mainly overconfidence and narcissism, and the type of psychological contracts formed between investors and entrepreneurs, both of which, according to McKennyet al.(2017), need greater attention from researchers studying crowdfunding.

Leaders' trait signaling effect on followers' psychological contract dynamics

PurposeUsing signaling theory and the literature on psychological contracts, the authors investigate how leaders' personalities shape their followers' perceptions of the type of psychological contract formed. They also suggest that leaders' personalities impact their followers' perceived contract breach. Furthermore, the authors propose that power distance orientation in organizations acts as an important boundary condition that enhances or exacerbates the relationships between personality and contract type and personality and perceived breach.Design/methodology/approachData were collected through multiple sources in Pakistan from 456 employees employed in 102 bank branches. Multilevel moderated path analyses provided reasonably good support for our hypotheses.FindingsThe leaders' personalities impacted the relational contracts of their followers in the cases of extraversion and agreeableness, whereas neuroticism had a significant relationship with the followers' formation of transactional contracts. Similarly, agreeableness, neuroticism and conscientiousness had significant relationships with perceived breach. Finally, the power distance of the followers aggregated at a group level moderated the personality-contract type and personality-perceived breach relationships.Research limitations/implicationsThis research advances understanding of psychological contracts in organizations. More specifically, it shows that the personality of leader would have profound impact on the type of contract their employees form and the likelihood that would perceive the breach of contract.Originality/valueThis research extends existing personality-psychological contract literature by examining the role of leaders' personalities in signaling to employees the type of contract that is formed and the perception of its breach. The role of power distance organizational culture as a signaling environment is also considered.

Psychological Contract for Human Development and Organizational Sustainability

Organizations can sustain different efforts toward human development, and employee–employer relationships can sustain the organizations to work toward their purpose. However, contemporary organizations are facing unprecedented challenges as a result of COVID-19, intensified globalization, increasingly diversified workforce, and continuous technological advancements, thereby impacting the way businesses and people are managed. Most of the work has transitioned to online, and employees are working from home due to pandemic situations. Organizations need to manage the emerging, complex employee–employer relationships in this new order of the world for the purpose of human development as well as organizational sustainability. In the absence of frequent employee–employer meetings at physical workplaces and the transition of the workspace into virtual workstations, we need to look at new ways of initiating and sustaining employee–employer relationships. In this conceptual article, we propose that different types of psychological contracts, like relational and transactional contracts, can contribute to these goals. Through a conceptual analysis of relevant literature, we first examine different aspects of the psychological contract—its types, antecedents, and consequences of different types of contract on organizations. Sustainable human development is related to organizational sustainability. We propose that a relational psychological contract may help in sustainable human development as well as organizational sustainability, whereas a transactional psychological contract moderates the relationship between sustainable human development and organizational sustainability.

When support is unwanted: The role of psychological contract type and perceived organizational support in predicting bridge employment intentions

Organizations benefit from older workers' contributions even past the threshold of retirement, yet little is known about what motivates older workers to pursue bridge employment in their current organizations. Perceived organizational support (POS) typically helps organizations retain employees, yet some older workers may ironically be repelled by POS to the extent that it imposes an undesirable, excessive obligation. In this paper, we develop and test a model of how older workers' intentions to engage in bridge employment towards their current organization are contingent upon the interaction between two central elements of older workers' employment relationships: (1) perceived organizational support (POS), and (2) the type of psychological contract they endorse. In Study 1, using data from two samples (Study 1a N = 168; Study 1b time-lagged N = 157), we found that POS increased bridge employment intentions to the current organization among older workers endorsing a relational psychological contract. However, we also found that POS decreased bridge employment intentions to the current organization among older workers endorsing a transactional psychological contract. In Study 2 (N = 348), we unpacked the underlying mechanisms (role expansion and excessive obligation to the organization) that explain the interaction effects. The results indicate that how POS ‘fits’ with older workers' psychological contracts informs their motivation to engage in bridge employment.

PSYCHOLOGICAL CONTRACTS, INNOVATIVE WORK BEHAVIOR, AND KNOWLEDGE SHARING INTENTION: THE ROLE OF WORK ENGAGEMENT AND JOB RESOURCES

This study examines the relationship between the psychological contract and innovative work behavior. The psychological contract consists of two types, relational and transactional. We tested whether work engagement mediates the relationship between those two types of psychological contract and innovative work behavior and knowledge sharing intention. Besides, we also tested the moderating effect of job resources whether to strengthen or weakened the relationship between psychological contract and work engagement. Using transformational directorate employees as our respondents because they are demanded to work innovatively. We employed Partial Least Square to test the hypotheses. Our findings will be discussed in the results and discussion section and followed by the implication of this study. This study contributes to understanding how and when the types of psychological contracts lead to innovative work behavior and knowledge sharing intention through work engagement.