Exploring reciprocity through the lens of the psychological contract: Employee and employer perspectives

By Jacqueline A-M. Coyle-Shapiro, I. Kessler. 2002

413 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Radiological and Ultrasound Technology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/435003bea07b1a5ca3109f593cec21378fcec97b

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Citations in the corpus

The relationship between psychological contract breach and organizational commitment: Exchange imbalance as a moderator of the mediating role of violation (2011, background): “Put simply, the employer and the employee exchange contributions and inducements over the life span of their employment relationship (see e.g. Coyle-Shapiro, 2002; Coyle-Shapiro & Kessler, 2002).”
Dynamics of psychological contracts with work engagement and turnover intention: The influence of organizational tenure (2013, methodology): “Employees form perceptions of that what their employer is obligated towards them (i.e., employer obligations) and employees have perceptions of their own obligations about what they should contribute towards their organization (i.e., employee contributions; Coyle-Shapiro & Kessler, 2002).”
Are authentic leaders associated with more virtuous, committed and potent teams? ☆ ☆☆ (2013, background): “…& May, 2004; George, 2003; Walumbwa et al., 2011; Webber, 2002), thus leading the whole team to reciprocate with greater affective commitment (Coyle-Shapiro, 2002; Lilius et al., 2008) and become more cohesive (Gibson & Earley, 2007), which in turn makes the team feel more prepared to reach…”
Psychological contract breaches and employee voice behaviour: The moderating effects of changes in social relationships (2014, background): “On one hand, the norm of reciprocity suggests that employees will reciprocate with less positive job behaviour and more negative job behaviour when they experience PCBs (Coyle-Shapiro & Kessler, 2002).”
The Psychological Contract: A Critical Review (2006, background): “…of including an employer’s perspective on the psychological contract, recognition of its worth is growing in the literature (Porter et al. 1998; Coyle-Shapiro and Kessler, 2002; Tekleab and Taylor, 2003). security, opportunities for development which in turn can lead to feelings of injustice…”
The Psychology of the Employment Relationship: An Analysis Based on the Psychological Contract (2004, background): “…have a shared understanding of the promises and obligations and the extent to EMPLOYMENT RELATIONSHIP 547 © International Association for Applied Psychology, 2004. which they have been met or breached (see, for example, Coyle-Shapiro & Kessler, 2002; Porter et al., 1998; Tekleab & Taylor, 2003).”
The organizational career: not dead but in need of redefinition (2013, background): “Underpinning this model is the expectation that the employment contract will be based on an essentially relational psychological contract, a contract that offers clarity and predictability thus fostering commitment to the organization and a willingness to invest time and effort in acquiring organiza”
How to Measure the Psychological Contract? A Critical Criteria-Based Review of Measures (2008, neutral): “Van den Brande, Janssens, Sels, and Overlaet (2002) identified exchange symmetry distance (power distance) and contract level (collective versus individualised).”
The role of future time perspective in psychological contracts: A study among older workers (2010, methodology): “Especially through beliefs regarding the extent to which the employer honors or fulfills the psychological contract, employees are expected to experience greater obligation toward the employer (Coyle-Shapiro & Kessler, 2002; Lambert, Edwards, & Cable, 2003; Montes & Zweig, 2009).”
A Sensemaking Model of Employee Evaluation of Psychological Contract Fulfillment (2009, background): “…well as at Universiteit van Tilburg on January 15, 2010 http://jab.sagepub.comDownloaded from Chaudhry et al. / A Sensemaking Model of Employee Evaluation 503 unfavorable exchanges between the employee and the organization (Coyle-Shapiro & Kessler, 2002; Dabos & Rousseau, 2004; Zhao et al., 2007).”