Millennial and Psychological Contract: Social Constructivist Approach

Anggraeni, Ade Irma

doi:10.1007/978-3-319-98920-4_14

Cited by 3 publications

(3 citation statements)

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“…Additionally good ER strengthens employees' learning capability (Kooij et al 2011). ER aims to build a harmonious relationship in the workplace (Anggraeni 2018). Further, it helps to develop work engagement (Conway et al 2015;Kwon et al 2016;Sahoo, Sahoo 2018).…”

Section: Introductionmentioning

confidence: 99%

Intangible resources for an organization’s sustainability potential

Bulińska-Stangrecka¹,

Bagieńska²

2020

JESI

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The purpose of this paper is to develop and investigate the relationship between intangible resources such as employee relationships and workplace collaboration in building sustainability potential. A research model and hypotheses were constructed on the grounds of Resource-based-view Theory (RBV) and Cooperation theory (CT). The data was obtained from 175 employees' from the telecommunications sector in Poland. The results were used to carry out a two-step structural equation modelling analysis, including confirmatory analysis and verification of the hypothesized relationship. The findings indicate that there is a linkage between intangible resources such as employee relationships and sustainability potential. Additionally, the results imply that workplace collaboration impacts the development of sustainability potential. Furthermore, collaboration strengthens the explicit knowledge flow within organizations. This research demonstrated the importance of employee relationships as a key component of organizational sustainability. Collaboration is positively related to explicit knowledge transfer. Managers should promote positive employee relationships in order to enhance the organization's sustainability potential.

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Section: Introductionmentioning

confidence: 99%

Intangible resources for an organization’s sustainability potential

Bulińska-Stangrecka¹,

Bagieńska²

2020

JESI

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“…Person-Job fit can be a predictor of job performance, because individuals with high person-job-fit are proven to have high work results (Icheme et al 2017). Furthermore, congruence theory explains that individuals with suitable work between individual preferences and job requirements, skills and knowledge abilities (KSA) are able to produce high motivation (Icheme et al 2017, Anggraeni 2018, and this condition is very important for improved job performance. Caldwell and O'Reilly III (1990) examined the relationship between Person-Job Fit and objective performance and found that the effect size was smaller than that found when checking performance.…”

Section: Person-job Fit and Person-organization Fit On Job Performancementioning

confidence: 99%

Innovative Work Behaviour: An Integrative Investigation of Person-Job Fit, Person-Organization Fit, and Person-Group Fit

Pudjiarti

Hutomo

2020

Business: Theory and Practice

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In relation to the problem of SME productivity, it is necessary to investigate whether there is a problem of mismatch between workers and work and groups and corporate cultural values. This study aims to analyze whether the concept of innovative work behavior can mediate the relationship of person-job fit, person-organization fit and person-group fit to job performance. The study was conducted in the metal SME industry in Tegal Regency, with 256 respondents. Data collection tools use questionnaires and interviews. Data analysis is done with a structural equation model. Based on the results of the analysis, there is a positive relationship between variables. This illustrates that the challenges of SMEs in the future are to maintain the best human resources to remain committed to the organization. In maintaining its existence, alignment of individual values with work, organization and groups is the best tool to achieve goals through innovative changes in employee behavior, and also to lay a solid foundation in the recruitment and selection process of new employees that have the potential to increase job performance.

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“…The literature attributes national, organisational and occupational culture as influencing the formation, content and fulfilment of employees' PCs (Arshad, 2016;Balabanova, Ehrnrooth, Koveshnikov & Efendiev, 2019;Barseghyan, 2019;Costa, Coyle-Shapiro & Neves, 2017;Du & Vantilborgh, 2020;Eze, Uchendu & Chinedu-Eze, 2021;Jayaweera, Bal, Chudzikowski & De Jong, 2021;Kraak, Altman & Laguecir, 2018;Lee, Chiang, Van Esch & Cai, 2018;Newaz et al, 2021;Rao & Kunja, 2019;Restubog, Bordia & Tang, 2007;Thomas, Ravlin, Liao, Morrell & Au, 2016). Previous research points out that specific groups of employees hold their own PCs due to group-specific functions, needs and characteristics, such as sociodemographics and education (Adams, Adams Quagrainie & Klobodu, 2014;Bellou, 2009;Freese & Schalk, 1996;Haluga, Zunac & Benjak, 2020;Hamel, 2009); generational traits (Anggraeni, 2018;Bal et al, 2008;Hurst & Good, 2009;Lub et al, 2016;Moore, 2014;Pant & Venkateswaran, 2019;Solomon & van Coller-Peter, 2019); employment status, such as full-time, part-time or voluntary (Chambel et al, 2016;Conway & Briner, 2002;Freese & Schalk, 1996;McDonald & Mankin, 2000;Vantilborgh et al, 2012;Vantilborgh et al, 2014;Walker, Accadia & Costa, 2016;Yesufu, 2020); sector or occupation…”

Section: Presentation Of the Research Questionsmentioning

confidence: 99%

An Exploration of the Effects of Mergers and Acquisitions on the Psychological Contract of SME Senior Managers

Kaerner

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Mergers and acquisitions (M&A) are strategies to increase the competitive advantage and management tools to gain access to strategic resources for the development of organisations. Therefore, the global M&A market is referred to as the market for corporate control, which ensures that resources are controlled by those who use them most successfully. The psychological contract (PC) includes the subjective expectations of senior managers (SMs) regarding their and the organisation’s mutual obligations. This paper examines the impact of pre- and early M&A phases on the PCs of SMs of small and medium-sized enterprises (SMEs) following the experience of friendly M&As with larger German corporations. These are European service companies in the construction and real estate sector. The qualitative research focuses on the content of the PCs of SMs in M&A scenarios and how they are influenced by pre-merger events, schemas or early phases of an M&A. Little is known about the PCs of SMs in the context of major organisational changes. When SMEs are taken over by larger companies, SMs experience a lot of changes, as they go from being independent entrepreneurs to employed managers, who must accept given structures, including for their team, which is embedded in a larger organisation. The findings indicate that the content of SMs’ PCs plays a decisive role in whether the planned M&A initiatives will be pursued at all, which in the cases investigated even took on the significance of knock-out criteria. The roles and context-specific content of PCs were discovered, as well as motives for M&As. The data was based on the observation of 31 multi-stage pre-merger exploratory workshops with 41 SMs from 18 potential target companies and 21 SMs from the acquiring side, and 13 extensive semi-structured in-depth interviews were conducted with SMs who had experienced M&A activities as survivors or agents. The research identified ten major themes providing valuable indications of how reflecting on the PC can be used to enable early mutual expectation management and thus foster sustainable integration. It is recommended to revise M&A processes to be more responsive to individuals and personal factors and to align human resources’ due diligence by considering the building blocks of the PC.

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Millennial and Psychological Contract: Social Constructivist Approach

Cited by 3 publications

References 54 publications

Intangible resources for an organization’s sustainability potential

Intangible resources for an organization’s sustainability potential

Innovative Work Behaviour: An Integrative Investigation of Person-Job Fit, Person-Organization Fit, and Person-Group Fit

An Exploration of the Effects of Mergers and Acquisitions on the Psychological Contract of SME Senior Managers

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