White‐collar reactions to job insecurity and the role of the psychological contract: Implications for human resource management

By James E. King. 2000

191 citations recorded by the source corpus.

Subfields: Demography, General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/46976dac1f96c9898d802f2f6b2184ca70d54a7a

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In Demography

In General Health Professions

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Citations in the corpus

Evolution of Research on Job Insecurity (2010, background): “This evolution in workforce management norms and values took hold in the United States with the rising popularity of business process reengineering to achieve lean operations.”
Associations Between Quantitative and Qualitative Job Insecurity and Well-Being (2010, background): “Authors like De Cuyper and De Witte (2006) and King (2000) suggest that job insecurity presents an unwelcome change in the psychological contract, leading to the perception of psychological contract breach on the part of the employer.”
Well‐being and occupational health in the 21st century workplace (2001, background): “, 1999), organizations need to consider the nancial costs associated with those employees who are reluctant to be working in jobs which they perceive to be insecure. The long-term costs to both employee health and organizational performance of heightened perceptions of job insecurity are not known”
Developing criteria for healthy organizational change (2007, result): “King ( 2000 ) found similar results; job insecurity has a negative effect on support for organizational goals, quality of work, and turnover.”
THE EMPLOYEE-ORGANIZATION RELATIONSHIP: A TIMELY CONCEPT IN A PERIOD OF TRANSITION (2004, background): “In 2001, an average day might see almost 3 million Americans working as temps (CPA, 2001). The Bureau of Labor Statistics (2001) reported that 8.”
The psychological contract and individual differences: The role of exchange and creditor ideologies ☆ (2004, background): “…the view that contemporary business practices have dramatically changed the nature of employment relationships and, with increasing regularity, abrogated implicit social contracts long-held between employees and employers (e.g.; Ettorre, 1996; King, 2000; Morrison & Robinson, 1997; O'Reilly, 1994).”
Psychological Contract Violation: Impacts on Job Satisfaction and Organizational Commitment Among Australian Senior Public Servants (2005, background): “Any unmet promises in this area will reduce management credibility (King, 2000; Singh, 1998) and lower the trust that the employee has in the organisation (Robinson, 1996).”
Examining occupational self-efficacy, work locus of control and communication as moderators of the job insecurity—job performance relationship (2010, background): “…behaviour (OCB) (i.e. a behaviour that goes beyond what is expected and is in support of the organization; Organ, 1988), primary studies (e.g. Armstrong-Stassen, 2005; King, 2000; Rosenblatt and Ruvio, 1996) show that job insecurity is often negatively related to both performance dimensions.”
The moderating role of employability in the association between job insecurity and exit, voice, loyalty and neglect (2010, background): “This explanation is also in line with the suggestion that employable individuals act more for themselves than for the organization in times of turbulence (King, 2000).”
A Field Study of Job Insecurity during a Financial Crisis (2001, background): “For example, King (2000) examined the role of the psychological contract in reactions to job insecurity among white-collar employees.”
Occupational stress in UK higher education institutions: a comparative study of all staff categories (2005, background): “For example, King found that white-collar workers who reported high levels of job insecurity were also less supportive of organizational goals, gave less effort to the quality of their work and were more actively seeking alternative employment (King, 2000).”
Job Search and Voluntary Turnover in a Boundaryless world: a Control Theory Perspective (2011, background): “Scholars have often advocated that the decline of job security has caused individuals to shift their focus away from the organization toward personal career development, causing employability to replace job security as a primary value and driver behind career management decisions (Baruch, 2001; Bens”
What HR managers do versus what employees value: Exploring both parties' views on retention management from a psychological contract perspective (2008, background): “This has reduced the job security of employees at all levels in the organization (King, 2000).”
Psychological contract assessment after a major organizational change (2006, background): “, 2003) – the vast majority of studies on psychological contracts have been conducted either in the USA or in the UK (i.e. Atkinson et al., 2003; Conway and Briner, 2002; Dainty et al., 2004; Edwards et al., 2003; King, 2000; Millward Purvis, and Cropley, 2003; Rousseau, 1990; Roehling et al., 2000;”