Causes and consequences of psychological contracts among knowledge workers in the high technology and financial services industries

By P. Flood, Thomas Turner, Nagarajan Ramamoorthy, Jill L. Pearson. 2001

231 citations recorded by the source corpus.

Subfields: Communication, Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/1cd2002f5f76581752fbc5ca5992633b172a998d

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In Communication

In Experimental and Cognitive Psychology

Kevin B. Lowe

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Psychological Contract: A Critical Review (2006, background): “A polarised caricature is frequently set up between a supposedly placid, stable past and a new, innovative and highly competitive present (Flood et al. 2001; Guest, 2004).”
Individualism/Collectivism, Perceived Task Interdependence and Teamwork Attitudes among Irish Blue-Collar Employees: a Test of the Main and Moderating Effects? (2004, background): “Prior studies (Flood et al., 2001; Ramamoorthy & Flood, 2002) have shown that age and gender were related to a variety of employee attitudes such as propensity to conform, expend effort, teamwork, competitiveness, and intent to leave.”
Comparing motivating work characteristics, job satisfaction, and turnover intention of knowledge workers and blue-collar workers, and testing a structural model of the variables' relationships in China and Japan (2011, background): “Flood et al. (2001) examined 402 knowledge workers and found that both the procedural justice of an organization and the psychological contract between knowledge workers and their employers influenced knowledge workers’ organizational commitment and their intentions to stay, respectively.”
Diversity climate impact on employee of color outcomes: does justice matter? (2010, background): “, 2003; Viswesvaran and Ones, 2002) and turnover intentions (Flood et al., 2001; Hemdi and Aizzat Mohd, 2008). Some findings suggest that procedural justice serves to moderate the relationship between psychological contract violation and employee outcomes. For example, Turnley (1999) proposed that t”
Knowledge sharing and the psychological contract: Managing knowledge workers across different stages of employment (2007, unknown): “These forums can be touted as enhancements to employees’ portfolio of skills and as career development opportunities (Flood et al ., 2001).”
Fostering knowledge sharing through people management practices (2005, background): “They found that equity perceptions led to higher perceptions of met expectations at work and that these perceptions were, in turn, positively related to feelings of obligation to contribute to the organization (Flood et al., 2001).”
Police Recruitment and Retention for the New Millennium (2010, background): “Workers find such contracts unattractive because they can limit mobility and often diminish trust between management and employees (Flood et al., 2001; Lawler, 2005).”