Changing Obligations and the Psychological Contract: A Longitudinal Study

"All in a Day's Work": How Follower Individual Differences and Justice Perceptions Predict OCB Role Definitions and Behavior.

“…We maintain that within organizations, the sense of obligation that emerges as a response to favorable treatment is reflected in broader role definitions (Gakovic & Tetrick, 2003;Robinson et al, 1994;Shore & Barksdale, 1998). That is, broader role definitions represent reciprocation for procedurally fair treatment received from supervisors as organizational authorities.…”

Psychological Contracts

“…Employees experience contract breach quite frequently (Conway & Briner, 2002;Lester, Turnley, Bloodgood & Bolino, 2002;Robinson & Rousseau, 1994). Coupled with its role in explaining the consequences of the psychological contract, it is not surprising that it has received considerable attention (see Robinson & Brown, 2004 for a review).…”

“…Raja, Johns and Ntalianis (2004) found that personality predicted psychological contract type, while Coyle-Shapiro and Neuman (2004) found that exchange related dispositions influenced employee reciprocation. Robinson, Kraatz and Rousseau (1994) argue that self-serving biases cause individuals to over-estimate their contributions and under estimate the costs of the inducements to organizations. …”

“…Empirical evidence suggests that contract breach leads to reduced psychological well-being (Conway & Briner, 2002), increased intentions to leave the organization (Tekleab & Taylor, 2003;Turnley & Feldman, 1999), reduced job satisfaction (Tekleab & Taylor, 2003), trust in the organization (Robinson, 1996), organizational commitment Lester, Turnley, Bloodgood & Bolino, 2002), lower employee obligations to the organization (CoyleShapiro & Kessler, 2002;Robinson, Kraatz & Rousseau, 1994), and more cynical attitudes toward the organization (Johnson & O'Leary-Kelly, 2003). In terms of behavior, contract breach negatively affects in-role performance and extra-role behaviors Robinson & Morrison, 1995).…”

Effects of high performance work systems on employee performance: psychological contract breach as mediator

“…Researchers acknowledge that psychological contracts develop at key moments in the employment relationship, such as recruitment, performance appraisal, training, and compensation discussions and outcomes (e.g. Rousseau and McLean Parks, 1993;Robinson et al, 1994) or during events where organizations express plans for the future (Rousseau, 1995). Human Resource departments of organizations, through their policies, practices and actions aimed at managing and shaping the employment relationship, are therefore considered to be particularly instrumental in the shaping of psychological contracts (Rousseau, 1995 (Sparrow, 1998).…”