Schema, promise and mutuality: The building blocks of the psychological contract

By Denise M. Rousseau. 2001

1,213 citations recorded by the source corpus.

Subfields: General Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/6a9e3477b02be2c682c0975295bf9f33287785be

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In General Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

A Sensemaking Model of Employee Evaluation of Psychological Contract Fulfillment (2009, background): “The subjective, informal nature of the psychological contract makes it virtually impossible to spell out all of the mutual obligations (Rousseau, 2001).”
Perceptions of and reactions to workplace bullying: A social exchange perspective (2010, background): “For example, in an empirical study Tepper (2000) found that abusive supervision was associated with a range of negative outcomes, including anxiety and emotional exhaustion, and that these relationships were mediated by justice perceptions.”
The Differential Impact of Knowledge Depth and Knowledge Breadth on Creativity over Individual Careers (2017, background): “Each cognitive schema, in turn, is made up of knowledge attributes and the linkages among these attributes (Fiske & Taylor, 1991; Rousseau, 2001).”
The development of trust and distrust in a merger (2004, background): “Failure to meet such expectations often produces intense, cynical and emotional responses leading to disillusionment and distrust towards other people or the organization (Andersson and Bateman, 1997; Rousseau, 2001).”
Exchange relationships: examining psychological contracts and perceived organizational support. (2005, result): “This is in line with recent theoretical research by Rousseau (2001) who advocates a shift in emphasis towards Psychological contracts and perceived organizational support investigating the formation of reciprocal promises and obligations.”
Let’s Make a Deal (2013, methodology): “Rousseau and colleagues (Greenberg et al., 2004; Rousseau, 2001a; Rousseau et al., 2006) proposed that i-deals are negotiated across many diverse resources that workers value and that i-deals can be used to attract, retain, and motivate employees.”
The nature of employee engagement: rethinking the employee–organization relationship (2017, background): “We chose to place psychological contract in this position because it resembles the high level of mutual exchange orientation in the employee–organization relationship and the low level of employee activation in shaping this relationship (Rousseau, 1995, 2001).”
Pieces of the Action: Ownership and the Changing Employment Relationship (2003, background): “ership can create and maintain mutuality by facilitating agreement based on shared information, common frames of reference, frequent interaction, and reduction in power distance between the parties involved (Rousseau, 2001b).”