Psychological Contracts, Organizational and Job Commitment

Millward, Lynne J.; Hopkins, Lee

doi:10.1111/j.1559-1816.1998.tb01689.x

Cited by 338 publications

(345 citation statements)

References 24 publications

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“…Seven items based on Milward and Hopkins (1998) were used to capture an individual's relational psychological contract. Response was measured using 7-Likert scale ranging from 1 = "strongly disagree" to 7 = "strongly agree".…”

Section: Methodsmentioning

confidence: 99%

Psychological Contract and Knowledge Sharing among Academicians: Mediating Role of Relational Social Capital

Abdullah¹,

Hamzah²,

Arshad³

et al. 2011

IBR

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This study examines the mediating role of relational social capital in the relationship between psychological contract and knowledge sharing. This study collected data from 145 academicians in Malaysian public universities using questionnaires. Data was analyzed using Structural Equation Modeling. The findings suggest that trust and collaboration fully mediate the relationship between relational psychological contract and knowledge sharing. The study supports the call for more empirical evidence concerning the role of social capital in understanding the relationship between psychological contract and knowledge sharing. This study contributes to the literature by linking psychological contract and knowledge sharing through the lens of social capital.

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Section: Methodsmentioning

confidence: 99%

Psychological Contract and Knowledge Sharing among Academicians: Mediating Role of Relational Social Capital

Abdullah¹,

Hamzah²,

Arshad³

et al. 2011

IBR

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“…Psychological Contract: A 17-item shortened version of the scale developed by Millward and Hopkins (1998) was utilized to assess the nature of respondents' psychological contracts. The Psychological Contract Scale (PCS) captures the relational-transactional components of the contract, and provides a scale score for each of these constructs.…”

Section: Methodsmentioning

confidence: 99%

Research into the psychological contract: Two Australian perspectives

O’Donohue

Donohue

Grimmer

2007

Human Resource Development International

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Despite their increasing relevance, employees' psychological contracts have attracted little research attention in Australia. The present paper presents two studies, which examined the psychological contracts of specific cohorts of professional employees and those in a managerial career track. The first study was an in-depth qualitative investigation of research scientists in an Australian public sector research organisation. They were found to have a strong professional affiliation and had developed psychological contracts that were best understood by reference to the 'ideological currency' of the scientific community. The second study was a quantitative examination of 156 MBA students at an Australian university, and how their psychological contracts could be related to perceptions of the contextual variables of organisational justice, perceived organisational support and external employability. Organisational justice and perceived organisational support were found to be related to the nature of the psychological contracts measured, but perceptions of external employability were not.

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“…However, few studies (Coyle-Shapiro & Kessler, 2002;Guest & Conway, 2000;Guest & Conway, 1998;Guest, Mackenzie Davey, & Patch, 2003;Millward & Hopkins, 1998;Van Dyne & Ang, 1998) have explicitly investigated and incorporated psychological contracts into temporary employment. Social exchange theory (Blau, 1964), which is one of the theoretical bases of psychological contracts, states that the employment relationship between the employee and employer can be interpreted in terms of exchanges.…”

Section: Psychological Contract Breach Of Contract and Temporary Emmentioning

confidence: 99%

Psychological Contract Breach: Consequences of Unkept Promises of Permanent Employment

Ahmed

D’Netto

Chelliah

et al. 2016

CMR

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Adopting a psychological contract perspective, this study examines attitudinal and behavioral reactions of temporary employees to repeated broken promises of permanent employment by their employers. Data were collected through self-report and co-worker rating surveys from 140 bank employees in Bangladesh. To identify psychological contract breaches and employees' reactions, the data were analyzed using correlations and regressions. Past research has focused mainly on the organizational benefits of using temporary employees. In contrast, the results of our empirical study indicate that the continuous extension of involuntary temporary status resulted in lower self-reported and co-worker-rated organizational citizenship behaviors, higher self-reported and co-worker ratings of job neglect, and increased turnover intentions. The implications of a psychological contract breach in terms of managing a temporary workforce are also discussed. The findings present new knowledge of the attitudinal and behavioral consequences arising from employers' failure to honor their promise of permanent employment to long-term temporary Contemporary Management Research 184 employees. This research will be of particular interest to employers, employee advocates, human resource management practitioners, and academics in the field of management. However, the results cannot be generalized to all industry sectors or all types of temporary employees as the study covered temporary employees in the banking sector only.

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Psychological Contracts, Organizational and Job Commitment

Cited by 338 publications

References 24 publications

Psychological Contract and Knowledge Sharing among Academicians: Mediating Role of Relational Social Capital

Psychological Contract and Knowledge Sharing among Academicians: Mediating Role of Relational Social Capital

Research into the psychological contract: Two Australian perspectives

Psychological Contract Breach: Consequences of Unkept Promises of Permanent Employment

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