Search results

The aim of this article is to test the assumption that both management and co‐workers constitute multiple contract constituencies, as advocated for in recent research on psychological contracts. It also aims to test the theory of cognitive schemas as predictors of psychological contract development. Finally, it aims to examine the validity of the relational subscale of psychological contracts.

Data were collected through three survey studies in different workplaces, areas and settings and were analyzed through Fisher's exact test, principal component analysis and hierarchical regression analysis.

The results supported the notion of multiple contract constituencies. Partial support was found for the theory of cognitive schemas and their influence on psychological contract development. The study also revealed new sub‐dimensions of the psychological contract, here called “Fellowship” and “Challenge/Development”. These new sub‐dimensions respond differently to predictors that, according to psychological contract theory, are supposed to generate similar effects.

Since the findings of this study call into question some of the earlier research: it would be desirable to study psychological contracts, using a multiple foci approach, with a greater, random, sample.

The results indicate a need to draw further attention to the role of the co‐workers in the integration of agency staff in client companies.

Since no previous study has tested the notion of co‐workers as constituencies of the psychological contract, these empirical results will challenge much previous research on the concept of psychological contracts.

The purpose of this paper is to highlight the complexity of manpower management in temporary work agencies (TWA). The aim is to investigate to which extent the managers reflects the features of boundary spanners.

The results come from a case study where manpower managers at one of the biggest TWAs in Sweden are interviewed.

TWAs' boundary‐spanning managers mediate between the opinions of the clients, the TWAs, and the individual temps as well as balancing between trust and risk. The findings reveal the relevance of the managers' application of a flexible and a dialectical approach when delivering service to clients, the TWA and the temps. This flexible approach means being able to simultaneously embrace these three perspectives of interests. A dialectical approach involves being able to: systematically balance between the opposing pair of trust and risk and search for the most functional option and not relate others' opinions to one's own personal values.

The interview data come from a case study at only one TWA and it is collected in a limited number of interview subjects.

The results can provide useful information for recruiters of manpower managers in a TWA when choosing staff members that can enhance strategic management of temps. The results can also be of assistance for managers when interacting with both customers and temps.

The paper contributes to the literature by an analysis of the complex working conditions under which manpower managers in TWAs work.