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1 – 10 of over 14000Frits Schreuder, René Schalk and Sasa Batistič
The aim of this study was to investigate the role of shared psychological contract beliefs between colleagues in a work team, in team in-role performance and extra-role behaviours.
Abstract
Purpose
The aim of this study was to investigate the role of shared psychological contract beliefs between colleagues in a work team, in team in-role performance and extra-role behaviours.
Design/methodology/approach
Employees and team managers of 113 work teams answered questions about their working environment and relationships with experiences and perceptions. The data were used in CFA and structural modelling.
Findings
The results indicated that evaluations of co-worker psychological contracts in work teams are significantly associated with team in-role performance and extra-role behaviours through work engagement.
Practical implications
Employees with perceived contract fulfilment not only contribute more to their team but also change their expectations of what a team should offer. Managers should be informed that these new and enhanced expectations have repercussions for existing HRM practices.
Originality/value
Laulié and Tekleab (2016) have suggested that perceptions of psychological contract fulfilment shared by team members may act as a motivational driver for team performance, team attitudes and behaviours. This study is one of the first applications of this proposition in a mediation model and empirically tested for non-hierarchical co-worker relationships.
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Frits Schreuder, René Schalk and Sasa Batistič
This present study aims to examine how experiences of high-performance work systems (HPWS) in work teams affect employee’s work attitudes and performance. At the team level, the…
Abstract
Purpose
This present study aims to examine how experiences of high-performance work systems (HPWS) in work teams affect employee’s work attitudes and performance. At the team level, the study explored the role of supervisory support in the relationship experienced HPWS -team performance. In explaining employee attitudes and behaviours at the individual level, such as organisational citizenship behaviour (OCB), the study adopted a psychological contract approach.
Design/methodology/approach
The moderating role of supervisory support was investigated at the team level while exploring mediation effects of psychological contract beliefs in work teams in cross-level relationships with individual attitudes and behaviours.
Findings
Results indicate partial mediation of fulfilment of psychological contracts in work teams in the experienced HPWS-OCB relationship. At the team level, supervisory support perceptions moderate the effects of shared experiences of HPWS on product and service innovation in work teams.
Originality/value
The focus on the employee perspective of HPWS, the factor-analytic approach of measuring HPWS experiences and the role of team psychological contracts in employee attitudes and behaviours represent the main contributions of this study to HR research.
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Ubaid Ur Rahman, Ch. Abdul Rehman, M. Kashif Imran and Usman Aslam
The cultural transformation introduces team orientation as a powerful tool to reconfigure the human capital to become more productive. The purpose of this paper is to try to…
Abstract
Purpose
The cultural transformation introduces team orientation as a powerful tool to reconfigure the human capital to become more productive. The purpose of this paper is to try to uncover two folds: first is to check the direct effects of employees’ work engagement and rational psychological contract on contextual performance and job satisfaction and second is to investigate the moderating effect of team orientation in-between above-stated relationships.
Design/methodology/approach
The self-administrated questionnaires and simple random sampling are used to collect data from 380 employees of banking and insurance sector.
Findings
The findings reveal that work engagement and relational psychological contract have positive relationships with employees’ contextual performance and job satisfaction. Furthermore, the presence of team orientation has strengthened effect on direct existing relationships.
Practical implications
This study adds the body of knowledge by providing insights into team orientation in different avenues. For practice side, it is important to discourse the work engagement of employee and their relational psychological contract to enhance the contextual performance. Moreover, high work engagement leads to high commitment level and ultimately increases the level of job satisfaction.
Originality/value
The contemporary research is lacking with respect to the empirical investigation of team orientation, more particularly, in relationship to human psychology factors. This unique model is addressing the real time issue by providing insights to relational psychological contract, employees work engagement, contextual performance and job satisfaction.
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Hamidah Nabawanuka and Emre Burak Ekmekcioglu
This paper aims to examine the relationship between workplace bullying (WPB) and team performance (TP). And it also attempts to investigate the mediating role of team psychological…
Abstract
Purpose
This paper aims to examine the relationship between workplace bullying (WPB) and team performance (TP). And it also attempts to investigate the mediating role of team psychological contract breach (TPCB) in the relationship between WPB and TP.
Design/methodology/approach
Multiple sources and a time-lagged approach were applied at six-week intervals to 64 work teams across 12 different firms in Turkey to test the hypotheses. A linear regression analysis was conducted to evaluate the association between variables.
Findings
The results indicate that WPB leads to negative perceptions of TPCB, which, in turn, have a negative impact on TP.
Research limitations/implications
This study design cannot establish causality, in spite of the fact that the authors used time-lagged data to decrease common method bias.
Practical implications
Managers or team leaders can design activities or programs (i.e. counselling sessions) to promote group cohesiveness, as well as immediately address complaints from team members who feel aggrieved to counteract the negative effects of bullying and reprimand perpetrators; such actions can mitigate perceptions of psychological contract breach.
Originality/value
Few studies have been conducted to test the mediating role of TPCB in the team context. This study stands out as it examines the mediating effect of TPCB in the relationship between WPB and TP. The findings advance the understanding of how WPB could negatively affect TP in a mediation model.
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Lynn M Shore, Lois E Tetrick, M.Susan Taylor, Jaqueline A.-M Coyle Shapiro, Robert C Liden, Judi McLean Parks, Elizabeth Wolfe Morrison, Lyman W Porter, Sandra L Robinson, Mark V Roehling, Denise M Rousseau, René Schalk, Anne S Tsui and Linn Van Dyne
The employee-organization relationship (EOR) has increasingly become a focal point for researchers in organizational behavior, human resource management, and industrial relations…
Abstract
The employee-organization relationship (EOR) has increasingly become a focal point for researchers in organizational behavior, human resource management, and industrial relations. Literature on the EOR has developed at both the individual – (e.g. psychological contracts) and the group and organizational-levels of analysis (e.g. employment relationships). Both sets of literatures are reviewed, and we argue for the need to integrate these literatures as a means for improving understanding of the EOR. Mechanisms for integrating these literatures are suggested. A subsequent discussion of contextual effects on the EOR follows in which we suggest that researchers develop models that explicitly incorporate context. We then examine a number of theoretical lenses to explain various attributes of the EOR such as the dynamism and fairness of the exchange, and new ways of understanding the exchange including positive functional relationships and integrative negotiations. The article concludes with a discussion of future research needed on the EOR.
Frits Schreuder, Rene Schalk and Jeroen de Jong
This study aims to examine reciprocal exchange in teams using a psychological contract (PC) framework. Adopting Rousseau’s conceptualization of the contract, the authors explore…
Abstract
Purpose
This study aims to examine reciprocal exchange in teams using a psychological contract (PC) framework. Adopting Rousseau’s conceptualization of the contract, the authors explore the extent to which the team members reciprocate perceived team obligations and fulfilment by adjusting their own obligations and fulfilment. A new scale for the measurement of obligations and fulfilment was developed. Team commitment was hypothesized as a mediating variable.
Design/methodology/approach
The new PC scale was tested in a longitudinal study design. A survey of a representative sample of 230 Dutch first-year college students nested in 73 teams was conducted.
Findings
The authors found that in student teams, perceived team obligations at Time 1 are positively associated with perceived member obligations at Time 2. Furthermore, they found higher commitment to the team as the team fulfilled the obligations as perceived by its members. Contrary to the exchange theory, in student teams, perceived fulfilment of obligations at Time 1 is not reciprocated by more obligations of its members at Time 2. No significant mediating effects are found of team commitment.
Originality/value
To date, this study provides the first measurement of contract fulfilment in non-hierarchical team relationships. The instrument can act as a tool to assess future team effectiveness and performance and adjust team composition accordingly.
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Rick R.J. Tallman and Nealia S. Bruning
The purpose of this paper is to increase one's understanding of psychological contracts by proposing and testing relationships between employees' personalities and their…
Abstract
Purpose
The purpose of this paper is to increase one's understanding of psychological contracts by proposing and testing relationships between employees' personalities and their psychological contracts and to consider the influence of gender on psychological contracts.
Design/methodology/approach
Data were collected from 163 employees in ten organizations. Regression analysis was used to explore the relationships between each of nine psychological contract dimensions plus gender and the Big Five personality dimensions.
Findings
It was found that personality is related to five of the nine psychological contract dimensions and that each personality dimension is related to one or more of the psychological contract dimensions. It was also found that gender had a significant impact on our results. Women held stronger obligation attitudes than did men. The personality of men related to varying obligation attitudes, whereas, women's attitudes did not vary significantly within personality dimensions. The study suggests that employees' psychological contracts may be more emotionally based than cognitively based.
Research limitations/implications
The self selection of participants limits the generalizability of the results. The data is cross‐sectional precluding inference of causality. The paper assumed a linear career model for participants and did not consider alternate models
Practical implications
Personality would appear to be an important factor in our understanding of psychological contracts, particularly in men. Personality provides a basis for psychological contracts being idiosyncratic. The interaction of personality and gender complicates the psychological contract management process.
Originality/value
Despite 17 years of research, the factors underlying employees' idiosyncratic psychological contracts remain to be adequately explored through empirical research. This is the first study that connects employees' personality to their beliefs about employee and organizational obligations. Gender appears to play a role in the development of psychological contracts.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
The main finding was that the measurement of experienced levels of various components of HPWS in work teams predicted performance – including productivity, quality of service and innovativeness – at both team and individual level.
Originality/value
The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Harm caused to individual victims of workplace bullying (WPB) often has detrimental effects on team performance (TP), particularly when it results in a breach of the implicit psychological contract that exists within a team. Companies can help alleviate the impact of bullying through provision of counseling and support, along with initiatives to educate workers about WPB and the need to behave appropriately towards others.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Madeleine Kendrick, Kevin B. Kendrick, Nicholas F. Taylor and Sandra G. Leggat
The authors explored clinical staff perceptions of their interactions with middle management and their experiences of the uncongeniality of their working environment.
Abstract
Purpose
The authors explored clinical staff perceptions of their interactions with middle management and their experiences of the uncongeniality of their working environment.
Design/methodology/approach
Semi-structured interviews of clinical staff from an Australian public health service's Emergency, Surgery and Psychiatry departments. Volunteer interview transcripts were inductively coded using a reflexive thematic content analysis.
Findings
Of 73 interviews, 66 participants discussed their interactions with management. Most clinicians considered their interactions with middle management to be negative based on a violation of their expectations of support in the workplace. Collectively, these interactions formed the basis of clinical staff perceptions of management's lack of capacity and fit for the needs of staff to perform their roles.
Practical implications
Strategies to improve management's fit with clinicians' needs may be beneficial for reducing uncongenial workplaces for healthcare staff and enhanced patient care.
Originality/value
This article is among the few papers that discuss interactions with management from the perspective of clinical staff in healthcare. How these perspectives inform the perception of workplace uncongeniality for clinicians contributes greater understanding of the factors contributing to adversarial relationships between clinicians and managers.
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