The Effects of Psychological Contract Fulfilment and Public Service                 Motivation on Organizational Commitment in the French Civil Service

Castaing, Sébastien

doi:10.1177/095207670602100106

Cited by 118 publications

(129 citation statements)

References 37 publications

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“…Vincent's levels of AOC, on the other hand, of the perception of fulfillment of the obligations of the employer in the psychological contract and of job performance decreased. These findings offer support to and illustrate findings of previous studies (Cassar & Briner, 2011;Castaing, 2006;Lapointe et al, 2013;Meyer et al, 2002;Parzefall, 2008;Shahnawaz & Goswami, 2011;Simosi, 2013).…”

Section: Psychological Contract Aoc and Job Performancesupporting

confidence: 80%

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Organizational Commitment, Psychological Contract Fulfillment and Job Performance: A Longitudinal Quanti-qualitative Study

Maia

Bastos

2015

BAR, Braz. Adm. Rev.

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The goals of this study are to contribute to the understanding of the development of organizational commitment and to explore the relations among psychological contract fulfillment, organizational commitment, and job performance. This paper reports the findings of a longitudinal quanti-qualitative study conducted with newcomers over three years. We identified four trajectories of commitment development: Learning to Love, High Match, Honeymoon Hangover and Learning to Hate. The last one is originally proposed in this study, and it is represented by individuals who began work highly committed to the organization, but then their commitment levels decreased dramatically over time. We discuss some characteristics associated with these trajectories. Our results corroborate the assumption that psychological contract fulfillment is positively related to commitment. Nevertheless, our findings about the relationship between commitment and job performance were different according to the trajectories. The trajectories Learning to Love and Learning to Hate support the assumption that higher commitment levels would lead to better performance, and vice versa; however, the trajectories High Match and Honeymoon Hangover contradict it. We offer and discuss some possible explanations for these findings.

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Section: Psychological Contract Aoc and Job Performancesupporting

confidence: 80%

“…The fulfillment of a psychological contract, on the other hand, was found to have a positive impact on AOC of public sector employees (Parzefall, 2008). In a study of civil servants in France, Castaing (2006) found a significant association between psychological contract variables and AOC.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Organizational Commitment, Psychological Contract Fulfillment and Job Performance: A Longitudinal Quanti-qualitative Study

Maia

Bastos

2015

BAR, Braz. Adm. Rev.

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“…In particular, the items of the dimension of attraction to policy making lack face and content validity (Camilleri 2006;Coursey and Pandey 2007;Coursey et al 2008;Kim 2009b;Ritz 2011). Others have suggested that commitment to public interest dimension needs to concentrate more on a personal disposition to pursue public values (Castaing 2006;Leisink and Steijn 2009;Taylor 2007), and the items of compassion do not always represent affective motives (DeHart-Davis, Marlowe, and Pandey 2006;Moynihan and Pandey 2007;Wright 2008).…”

Section: Refining the Multidimensional Psm Frameworkmentioning

confidence: 99%

“…Given that the most commonly used measures of PSM were developed in the United States, it is not surprising that scholars have questioned the appropriateness of these measures for explaining and predicting public service-related motivations and behavior internationally (Cerase and Farinella 2009;Coursey and Pandey 2007;Giauque et al 2011;Ritz and Waldner 2011;Vandenabeele 2008b;Wise 2000). Still others have noted a general need to develop a more appropriate measure of PSM that can be used consistently and confidently regardless of the context or culture in which it is studied (Castaing 2006;Leisink and Steijn 2009;Liu, Tang, and Zhu 2008;Taylor 2007;Vandenabeele 2008a;Wright 2008;Wright and Pandey 2008).…”

Section: Introductionmentioning

confidence: 99%

Investigating the Structure and Meaning of Public Service Motivation across Populations: Developing an International Instrument and Addressing Issues of Measurement Invariance

Kim

Vandenabeele

Wright

et al. 2012

Journal of Public Administration Research and Theory

461

469

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The growth in international research on public service motivation (PSM) raises a number of important questions about the degree to which the theory and research developed in one country can contribute to our understanding of PSM in other counties. To help address this issue, this study revisits the conceptual and operational definitions of PSM to address weaknesses previously noted in the literature. Although some important steps have been taken to both improve and internationalize the PSM scale, this work has been done incrementally. In contrast, this study takes a more systematic and comprehensive approach by combining the efforts of international PSM scholars to develop and then test a revised measurement instrument for PSM in 12 countries. Although the resulting four dimensional 16-item measure of PSM reported here provides a better theoretical and empirical foundation for the measurement of PSM, our results suggest that the exact meaning and scaling of PSM dimensions are likely to differ across cultures and languages. These results raise serious concerns regarding the ability to develop a single universal scale of PSM, or making direct comparisons of PSM across countries.Its earlier versions were delivered at the Annual Conference

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“…A different stream of research has focused on the relationship between PSM and work outcomes, from attitudes such as job satisfaction and organizational commitment, to individual performance and organizational performance Castaing 2006;Kim 2005;Naff & Crum 1999;Vandenabeele 2009). It is this latter research stream that this chapter speaks to, focusing on performance.…”

Section: Public Service Motivation: Institution-embedded Motivationmentioning

confidence: 99%

The role of public service motivation in performance. Examining the potentials and pitfalls through an institutional approach

2017

Bestuurskunde

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Cover designEsther Ris, www.proefschriftomslag.nl Internal designMadelief Brandsma grafisch ontwerp, Arnhem English editingGiles Stacey, Englishworks PrefaceBeing a public service motivation (PSM) scholar is great. People seem to always think about your research topic -the motivational drive to contribute to society unselfishly, even being willing to sacrifice yourself for society -and have an opinion about it. For instance, whenever colleagues needed help they would immediately assume (and express) that I would help them because I am very public service motivated (just as someone studying consumerism in sports is a sports consumer and someone focusing on transparency is fully transparent… the force of logic is strong in science). Getting coffee is something I would of course sacrifice myself for -would it not contribute to society because coffee was essential for others to finish their PhD? Actually, on this last point I have to agree as the coffee trips to IJs& Zopie were crucial in finishing this book. Moreover, at parties when I would tell about my dissertation (yes, I go to very exciting parties!) and state that I study the motivation of public servants, the reaction was usually: "Then you must be finished quickly" followed by a rant on lazy and unresponsive public servants… Luckily, I found that these public servants were motivated enough that it remained interesting for me to study for four years (full-time!).A common question asked to any PhD is why? Why spend four years on one topic? And why this topic? As a student I wrote every paper on the European Union. I wrote my high school final project on the potential success and failure of the expansion of the European Union and my bachelor thesis on the (lack of) Europeanisation in Dutch municipalities. Then why switch to public service motivation? I guess the main reason is that I have always felt a fascination for those people in our society that try to make it a better place to live, sacrificing their time and energy often above what is asked of them, and even putting their lives on the line. I have heard them being described as self-interested, lazy bureaucrats but that was not my impression and I therefore wanted to know more about their drive to work for society. I have not been disappointed in that regard, as I have had the fortune to meet many inspiring public employees that do their work with incredible passion. What wondered me was the general proposition in the literature that highly public service motivated employees will perform better in their job than those with lower levels of PSM. Did it not matter what situation you are in? What would happen if a public servant that really wants to contribute to society does not feel able to do so through his or her work? We have all encountered situations in which we were motivated but were thwarted in reaching our goals.When finishing a PhD for instance, you encounter difficulties such as organizations that do not respond, time constraints and losing sight of the goal. The title of my research process co...

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The Effects of Psychological Contract Fulfilment and Public Service Motivation on Organizational Commitment in the French Civil Service

Cited by 118 publications

References 37 publications

Organizational Commitment, Psychological Contract Fulfillment and Job Performance: A Longitudinal Quanti-qualitative Study

Organizational Commitment, Psychological Contract Fulfillment and Job Performance: A Longitudinal Quanti-qualitative Study

Investigating the Structure and Meaning of Public Service Motivation across Populations: Developing an International Instrument and Addressing Issues of Measurement Invariance

The role of public service motivation in performance. Examining the potentials and pitfalls through an institutional approach

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