In this paper, we have endeavored to integrate the literature on psychological contracts with the literature on contingent work arrangements. We have further developed the theoretical foundation of the psychological contract and its dimensions. After reviewing previous work on contingent employment, we illustrate how the dimensions of psychological contracts (stability, scope, tangibility, focus, time frame, particularism, multiple agency and volition) highlight the dierences and similarities among alternative employment arrangements in a meaningful and parsimonious manner. In doing so, we have sought to oer an alternative to the categorization of employment arrangements that has, thus far, made comparisons across studies dicult. In addition, we argue that the dimensions of psychological contracts, more so than the content of these contracts, are more generalizable across various types of work arrangements, as well as across dierent types of jobs and across national boundaries.

Recent research has suggested that employees are highly affected by perceptions of their managers' pattern of word-action consistency, which T. Simons (2002) called behavioral integrity (BI). The authors of the present study suggest that some employee racial groups may be more attentive to BI than others. They tested this notion using data from 1,944 employees working at 107 different hotels and found that Black employees rated their managers as demonstrating lower BI than did non-Black employees. Mediation analyses were consistent with the notion that these differences in perceived BI in turn account for cross-race differences in trust in management, interpersonal justice, commitment, satisfaction, and intent to stay. Results of hierarchical linear modeling were consistent with the idea that middle managers' perceptions of their senior managers' BI "trickle down" to affect line employee perceptions of the middle managers and that this trickle-down effect is stronger for Black employees. The authors interpret these results as indicative of heightened sensitivity to managers' BI on the part of Black employees. They also found a reverse in-group effect, in that Black employees were substantially more critical of Black managers than were non-Black employees.

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SummaryThis paper examines how perceptions of Organizational Citizenship Behaviors (OCBs) are affected by socially constructed gender roles. We argue that gender roles are important for the perception, categorization, and consequences of OCBs. We suggest that the dimensions of OCBs (altruism, courtesy, sportsmanship, and civic virtue) are related to gender stereotypes. Combining social identity theory with gender role theory suggests that the`gender' of these behaviors, the job, the job incumbent, and the gender identity of the observer interact, potentially broaden the breadth of requisite job behaviors de®ned as either in-or extra-role. Implications are discussed.