Towards a social-cognitive theory of multiple psychological contracts

Knapp, Joshua R.; Diehl, Marjo-Riitta; Dougan, William L.

doi:10.1080/1359432x.2019.1709538

Cited by 35 publications

(33 citation statements)

References 147 publications

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“…This distrust loop also morally disengages the employee which if not controlled properly will give rise to different manifestations of wrongdoings at workplace. Present Findings are in sync with social exchange theory -'- (Bordia et al, 2017) , reciprocity theory (Knapp et al, 2020) and justice theory (Greenberg, 1990) which asserts that when managers fails to fulfill promises and disturb the equation of equal exchange, employees in order to seek justice, relent.…”

Section: Discussionsupporting

confidence: 57%

Workplace Deviant Behaviour in Response to Breach of Psychological Contract: The Mediation Effect of Moral Disengagement

Jain

Sharma

2020

RIJBR

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With the increased instances of deviant behaviours, there is a pressing need to explore its instigating variables. This article explores the influence of Breach of Psychological Contract (BPC) on two dimensions of workplace deviant behaviour namely, organisational deviance and interpersonal deviance through the mediating role of moral disengagement, a construct whose role has not been studied in the literature. The study is to explore the socio cognitive reaction of employees when the social exchange relationship between employer and employee is disturbed. It focuses on the fact that promises made to the employees matter. The data were collected from 248 employees working in private sector in India with at least one year of experience and analysed using Structural Equation Modelling and Mediation model developed by Baron and Kenny (1986) and Hayes (2008). Cross sectional study design is followed. The results show that Breach of Psychological Contract significantly affects both types of workplace deviant behaviour (organisational and interpersonal) with moral disengagement partially mediating the relationship. The conclusion drawn from the study will guide the managers to focus on maintaining psychological contracts for establishing a healthy social exchange relationship between employer and employee. It will help them to not go overboard with false promises and design their policies in such a manner that employee's psychological contracts are fulfilled. Use of moral disengagement as a mediator will highlight the importance of studying socio-cognitive reaction of employees to certain actions of the organisation.

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Section: Discussionsupporting

confidence: 57%

Workplace Deviant Behaviour in Response to Breach of Psychological Contract: The Mediation Effect of Moral Disengagement

Jain

Sharma

2020

RIJBR

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“…An interesting trend that we observed in the various chapters, is the sustained relevance of Rousseau's (1989Rousseau's ( , 1995 conceptualisation of the psychological contract as encapsulating employees' idiosyncratic perceptions of the reciprocal explicit and implicit obligations in the exchange relationship with their employers. In addition, various chapters allude to Knapp, Diehl, and Dougan's (2020) notion that the psychological contract is an inherently versatile construct that lends itself to the analysis of exchange relationships that transcend the specific circumstances of employment and organisational boundaries. We recommend that in future psychological contract work, scholars consider extending the conceptualisation of the digital era psychological contract to include its inherent multi-level contextual nature.…”

Section: The Digital Era Psychological Contract As Multi-level Contextual Phenomenonmentioning

confidence: 99%

Introductory Chapter: Quo Vadis the Psychological Contract?

Coetzee

Deas

2021

Redefining the Psychological Contract in the Digital Era

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“…Besides, new management styles based on teamwork increased the interest in high-qualities interrelationships and hence other types of commitment such as group-oriented commitment. Thus, employees can develop different psychological bonds at the workplace at the same time and other targets besides the company may be more or less desirable (Knapp et al, 2020). In support for this assumption, several scholars referred to the self-concept and identity-based theory of commitment, which linked specific work-related attitudes and behaviours to the identity definition and level of individuals (Burke & Reitzes, 1991;Oyserman, 2007;Shamir, 1991).…”

Section: Employee Commitment and Workplace Spirituality In Today's Workplacementioning

confidence: 99%

Multi-focal Analysis of Workplace Spirituality and Employee Commitment: Exploratory Empirical Assessment

Brini

2021

IJHRS

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The purpose of this paper was to examine the contribution of workplace spirituality to employee commitment from a multi-focal perspective at the individual, group and organizational levels. Obtained data from a random sample of 111 Tunisian employees were analysed using PLS-SEM to test the proposed hypothesis of the study. The findings revealed that three-dimensional workplace spirituality (meaningful work, sense of community and organizational values) contributed positively and significantly to multiple commitment levels (individual, group and organization levels). Besides, these spiritual dimensions contributed to more than one level and showed that workplace spirituality framework can provide an expanded contribution to the multiple commitment research. In particular, meaningful work had the largest contribution to all commitment levels and can offer unique approach to manage overall commitment within organizations.

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Towards a social-cognitive theory of multiple psychological contracts

Cited by 35 publications

References 147 publications

Workplace Deviant Behaviour in Response to Breach of Psychological Contract: The Mediation Effect of Moral Disengagement

Workplace Deviant Behaviour in Response to Breach of Psychological Contract: The Mediation Effect of Moral Disengagement

Introductory Chapter: Quo Vadis the Psychological Contract?

Multi-focal Analysis of Workplace Spirituality and Employee Commitment: Exploratory Empirical Assessment

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