The employee–organization relationship: Where do we go from here?

Coyle‐Shapiro, Jacqueline A‐M.; Shore, Lynn M.

doi:10.1016/j.hrmr.2007.03.008

Cited by 372 publications

(291 citation statements)

References 64 publications

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“…The employment relationship literature has gained huge popularity in the last decades (Coyle-Shapiro & Shore, 2007). The employment relationship is conceptualized in terms of psychological contracts between employees and their organizations, which have been found to have a positive impact on job attitudes and work behaviors (see e.g., Bal, De Lange, Jansen, & Van der Velde, 2008;Zhao, Wayne, Glibkowski, & Bravo, 2007).…”

Section: Psychological Contracts As a Mediator Between Work Centralitmentioning

confidence: 99%

The relations between work centrality, psychological contracts, and job attitudes: The influence of age

Bal¹,

Kooij²

2011

European Journal of Work and Organizational Psychology

154

178

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Section: Psychological Contracts As a Mediator Between Work Centralitmentioning

confidence: 99%

The relations between work centrality, psychological contracts, and job attitudes: The influence of age

Bal¹,

Kooij²

2011

European Journal of Work and Organizational Psychology

154

178

View full text Add to dashboard Cite

“…Breach has been linked to a number of downward adjustments in important employees' attitudes and behaviours; for example trust, satisfaction, commitment, organizational citizenship behaviour and in-role performance (see Zhao et al, 2007 for a metaanalysis). The focus of most psychological contract research has thus been on the contingent interplay between exchanged resources, building on the 'inducementscontributions' model of the exchange relationship (Coyle-Shapiro and Shore, 2007). In addition, some attention has been paid to the content and features of the psychological contract, mainly with reference to the distinction between transactional and relational contract types (Taylor and Tekleab, 2004;Sels, Janssens and Van den Brande, 2004), and to the type of reciprocity governing the exchange relationship (Parzefall, 2008).…”

Section: The Concept Of Psychological Contract Hrm and Managerial Comentioning

confidence: 99%

From HRM to psychological contracting - the case of Finnish mobile content producing companies

Seeck

Parzefall

2010

The International Journal of Human Resource Management

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“…An exchange starts with one party giving a benefit to another. If the recipient reciprocates, and consequently a series of beneficial exchanges occurs and feelings of mutual obligation between the parties are created [20]. A broad notion of reciprocity encompasses a feeling of an obligation to repay favorable treatment.…”

Section: Theoretical Literaturementioning

confidence: 99%

“…[21], defined employees' obligation feeling as a prescriptive belief regarding whether one should care about the organization's well-being and should help the organization reach its goals. According to [20], reciprocation in social relationships becomes stronger when both partners are willing to provide resources valuable to the other. Whereas employees value beneficial treatment, employers seek loyalty and dedication [21] Positive actions directed at employees by the Licensed Under Creative Commons Attribution CC BY organization are argued to contribute to the establishment of high-quality exchange relationships and high employee performance.…”

Section: Theoretical Literaturementioning

confidence: 99%

The Effect of Deployment Practices on Employees

2016

IJSR

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Coast Water Services Board (CWSB) is a state corporation in the Ministry of Water and Irrigation which was established inFebruary 2004 under the legal framework of the Water Act 2002. The CWSB area of jurisdiction covers the six (6) counties in the coast region namely Mombasa, Kilifi, Tana River, Kwale, Lamu and Taita-Taveta, spread over an area of 83, 040 square kilometers. The CWSB headquarters is based in the Mombasa City. The CWSB's mandate is to efficiently and economically provide water and sewerage services within this area of jurisdiction as provided for by section 53(1) of the Water Act 2002, and as authorized by the Water Services Provision License issued by the Water Services Regulatory Board (WaSREB). CWSB is committed to a set of core values stated in its Strategic Plan that guides not only its ethical practices but also the quality of service delivery and performance standards. These core values are teamwork, integrity, professionalism, accountability, customer focus and integrity. Through support from the World Bank staffs of CWSB have been able to benefit in areas such as Training and provision of tools and equipments for operation and maintenance activities. However it has been observed that despite the above interventions the performance of the employees is not as expected. Employee deployment and its subsequent effect on employee performance is an issue of great debate with varying opinions of the same. Due to lack of clear guidelines and systems of deployment, heads of organization may go for individuals who support their administrative styles albeit blindly, or be biased during the deployment exercise, and when this happens, employee morale is affected, and this in turn affects performance. Organizations must ensure that deployments, promotions and demotions, which are elements of employee deployment do not result from a random process but are objective, well planned and purposeful as they greatly influence employee motivation and morale and subsequent performance. Since the ranking of water services regulatory board started on 2008/2009 financial year, the performance of CWSB has been declining year after year and the management have not been able to provide concrete answers to this phenomena. Consequently staff deployments have been going on year after year hence a reason good enough to believe it could be the reason behind the declining performance. This study therefore seeks to establish why the performance of Coast Water Services Board is not as expected. Chapter one of this proposal will contain background information on the proposal, statement of the problem explaining briefly what has prompted the necessity to conduct such a research, the research objectives, then the research questions, justification and finally scope of the study. Chapter two will start with theoretical framework, then empirical review, conceptual framework, critique of existing literature, summary and finally research gaps. Finally, chapter three will contain introduction, research design, target populat...

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The employee–organization relationship: Where do we go from here?

Cited by 372 publications

References 64 publications

The relations between work centrality, psychological contracts, and job attitudes: The influence of age

The relations between work centrality, psychological contracts, and job attitudes: The influence of age

From HRM to psychological contracting - the case of Finnish mobile content producing companies

The Effect of Deployment Practices on Employees

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