Contingent and Non‐Contingent Working in Local Government: Contrasting Psychological Contracts

Coyle‐Shapiro, Jacqueline A‐M.; Kessler, Ian

doi:10.1111/1467-9299.00295

Cited by 139 publications

(115 citation statements)

References 52 publications

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“…Semi-structured interviews provide the best means of data collection because they allow appropriate exploration of key issues (Neuman, 2000;Babbie, 1992). To ensure consistency with the literature a 17 item scale of psychological contract breach, based on measures established in the literature, was used (Coyle-Shapiro & Kessler, 2002;Lester, Turnley, Bloodgood & Bolino, 2002;Turnley & Feldman, 2000). As this is exploratory qualitative research, the researcher tape-recorded the explanations given for each score and it is these comments that form the basis of the analysis.…”

Section: Methodsmentioning

confidence: 99%

The psychological contract of knowledge workers

O’Donohue

Sheehan²,

Hecker

et al. 2007

Journal of Knowledge Management

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1The psychological contract of knowledge workers Abstract Purpose: This paper explores whether the concept of psychological contracts underpinned by relational/transactional exchanges provides an adequate description of knowledge workers' contracts. Methodology:The research approach uses interviews with 10 scientists from within a pre-eminent Australian scientific research and development organisation, the Commonwealth Scientific & Industrial Research Organisation (CSIRO). Findings:The research strong evidence of an ideological currency within the psychological contract for this set of knowledge workers. Implications:The research raises questions over the role of normative occupation-specific beliefs about work, and the sharing of common currency elements by individuals in the same organization within the same occupation. The analysis lends support to calls in the literature for a reconsideration of the transactional/relational interpretative framework that underpins the psychological contract.

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Section: Methodsmentioning

confidence: 99%

The psychological contract of knowledge workers

O’Donohue

Sheehan²,

Hecker

et al. 2007

Journal of Knowledge Management

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“…Indeed, these studies have demonstrated that TAWs develop a social employment exchange relationship, reciprocated with positive responses towards the client organization (Coyle-Shapiro & Kessler, 2002;Kuvaas & Dysvik, 2009;McDonald & Makin, 2000;Van Dyne & Ang, 1998). The development of a social exchange depends on how TAWs are treated by the client company (Gallagher & Connelly, 2008).…”

mentioning

confidence: 99%

Training, exhaustion, and commitment of temporary agency workers: A test of employability perceptions

Chambel

Sobral

Espada

et al. 2013

European Journal of Work and Organizational Psychology

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The aim of this study was to analyse whether the social exchange between temporary agency workers (TAWs) and the client organization is associated with a perception of training. In this study, we developed and tested a moderated mediation model that accounts for TAWs' exhaustion and desire to obtain a direct contract with the client company in the relationship between the perception of training and affective commitment. Our hypotheses were tested on a sample of 425 blue-collar workers from four Portuguese companies with temporary agency work contracts. Our findings support a conditional indirect relationship between the perception of TAWs that the training provided by the client company facilitates their internal employability and their commitment towards this company via exhaustion for those TAWs who have a low desire to have a direct contract with this company. In addition, our findings show that TAWs do not reciprocally respond to the training that promotes external employability, as this factor is not associated with the affective commitment of these individuals, although exhaustion is associated with this perception. Moreover, we discuss the implications of these findings for the human resource management of TAWs.

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“…According to studies, the level of organizational commitment of contingent employees varied: lower than permanent employees (Coyle-Shapiro & Kessler, 2000;Van Dyne & Ang, 1998), higher (McDonald & Makin, 2000 or equal to them (Pearce, 1993). These mixed results suggest that several personal, organizational factors were related to their commitment (Coyle-Shapiro & Kessler, 2002). For example, contingent employees showed more commitment and engagement when they were treated fairly and when appropriate organizational support was provided (Liden, Wayne, Kraimer, & Sparrowe, 2003).…”

Section: Organizational Commitmentmentioning

confidence: 99%

Contingent Faculty Perceptions of Organizational Support, Workplace Attitudes, and Teaching Evaluations at a Public Research University

Young

Carrier

2016

JSPTE

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This research examines contingent faculty's perception of organizational support, workplace attitudes, and Student Ratings of Teaching (SRT) in a large public research university to investigate their employee-organization relationship. According to t-tests and regression analyses for samples of 2,229 faculty and instructional staff who answered the survey and had SRT data (tenured and tenure-track faculty: 1,708, 76.6% of total; contingent faculty: 521, 23.4% of total), employment relationship of contingent faculty in this institution was closer to a combined economic and social exchange model than to a pure economic exchange model or underinvestment model. Contingent faculty's satisfaction with work, satisfaction with coworkers, perception of being supported at work, and affective organizational commitment were higher than tenured and tenure-track faculty at a statistically significant level. In addition, contingent faculty had higher SRT mean results in all areas of SRT items in medium-size (10-30) classes and in 'class presentation,' 'feedback,' 'deeper understanding,' and 'interest stimulated' in large-size (30-50) classes than Tenured and Tenure-track Faculty. These results not only refute the misconception that contingent faculty have too little time to provide students with feedback but also support that they provide students with good teaching, at least in medium-size and large-size classes. Whereas these results might be partially attributable to the relatively stable status of contingent faculty in this study (who work for more than 50 percent FTE), they indicate that, as a collective, contingent faculty also represent a significant contributor to the university, who are satisfied with their work, enjoy the community they are in, and are committed to their institution.

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Contingent and Non‐Contingent Working in Local Government: Contrasting Psychological Contracts

Cited by 139 publications

References 52 publications

The psychological contract of knowledge workers

The psychological contract of knowledge workers

Training, exhaustion, and commitment of temporary agency workers: A test of employability perceptions

Contingent Faculty Perceptions of Organizational Support, Workplace Attitudes, and Teaching Evaluations at a Public Research University

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