Creating psychological and legal contracts through human resource practices: A signaling theory perspective

By Mark M. Suazo, Patricia G. Martínez, R. Sandoval. 2009

303 citations recorded by the source corpus.

Subfields: Applied Psychology, Economics and Econometrics, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/8c3a7970efc978c688c0217840d8243aa67042da

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In Applied Psychology

In Economics and Econometrics

In Organizational Behavior and Human Resource Management

Citations in the corpus

Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, background): “When leaders provide good performance feedback, employees feel that they will have a stable long-term career in the organization (Suazo, Martinez, and Sandoval 2009).”
Psychological contract breach and work performance (2010, background): “Contracts of a psychological nature are typically presented as rooted in social exchange theory, describing mutual exchanges between employees and their organization (Suazo et al., 2009).”
Corporate environmental responsibility, employer reputation and employee commitment: an empirical study in developed and emerging economies (2014, background): “According to Suazo et al. (2009), not just applicants but also employees rely on signals associated with their employer’s corporate policies.”
HR practices and HRM outcomes: the role of basic need satisfaction (2012, background): “One possible explanation for these results might be that employees interpret being assigned training or a mentor as an embarrassment or a sign of incompetence (Suazo et al., 2009), thwarting their competence satisfaction.”
Organizational Citizenship Behavior and Career Outcomes (2013, background): “Because positive performance evaluations send a signal to employees that they are engaging in the right behaviors (Suazo et al., 2009), employees assume they are on track for career advancement if they continue to spend time on those behaviors.”
High commitment HR practices, the employment relationship and job performance: A test of a mediation model (2016, background): “Building on signalling theory (Suazo et al. 2009), HR practices are seen as signals of the organizations’ intentions, and it is proposed that the way they are perceived by employees is reflected in key features of the employment relationship including POS, a fulfilled psychological contract and a…”
Signaling Theory: A Review and Assessment (2011, background): “OB/HR researchers have been particularly helpful in extending our understanding of signaling to include the receiver’s perspective (Suazo et al., 2009; Turban & Greening, 1996).”
Dynamics of psychological contracts with work engagement and turnover intention: The influence of organizational tenure (2013, background): “Contrary to legal, formal contracts, psychological contracts are subjective in nature, and exist in the eye of the beholder, that is, the employee (Suazo, Martinez, & Sandoval, 2009 ).”