Human resource practices as communications and the psychological contract

Abstract

This article examines the psychological contract and human resource practices as communications relevant to that contract. We argue that employees, at certain times only, systematically analyze their employers' HR practices for meaning vis‐ri‐vis their psychological contract. Judgments about the adequacy with which their psychological contracts are fulfilled result from such systematic analyses, and these judgments have important effects on employee commitment. Practical implications of our analysis are also discussed.

Human Resources Management Practices, Psychological Contract Fulfillment and Organizational Commitment in Deluxe Hotels in Jeddah, Saudi Arabia

“…A positive association between employees' organizational commitment and apparent agreement fulfilment have been described by previous research (Coyle-Shapiro & Kessler, 2000;Pathak et al, 2005), while reduced organizational commitment caused an apparent agreement breach (Guzzo & Noonan, 1994). Human resources practices are considered by many writers as a communication channel between employees and employer and may be inferred inversely by specific employees, and those decisions of the degree of one's psychological agreement is being satisfied can effect their commitment to the association and their intents to leave.…”

“…psychological agreements research has sightsaw the employer-employee interchange of affiliation by examining the penalties of apparent agreement fulfilment or breach on employee outlooks and performance (Coyle-Shapiro & Conway, 2005). Human resources management practices are reffered to as one of the serious issues touching psychological agreement (Guzzo & Noonan, 1994;Rousseau & Greller, 1994).…”

The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda

“…In some studies, perceived HR practices are operationalized as employees' awareness or knowledge of the existence of specific HR practices (e.g., Björkman et al, 2013;Guzzo & Noonan, 1994;Meyer & Allen, 1997). In other studies, perceived HR practices are seen as the people's evaluations of these HR practices (e.g., Crawshaw, 2006;Farndale et al, 2011;Marescaux et al, 2013).…”

The Impact of Human Resource Management Practices on Organizational Commitment in the Banking Sector in Kuwait

“…Although many research studies empirically tried to show the development of a causal relationship (Paul & Anantharaman, 2004;Ulrich, 1997;Wimalasiri, 1995), the mechanism of how these practices affect commitment is still not well or clearly uncovered. Guzzo and Noonan (1994) indicated that the interpretation of the HRM practices by the employees would affect their commitment.…”