Psychological Contracts in Organizations Understanding Written and Unwritten Agreements

By Rémi Jardat, Pascale de Rozario. 2011

2,069 citations recorded by the source corpus.

Subfields: Information Systems, Management Information Systems, Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/bcf06f790419a6d972543a59c897c7ee65b7053c

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Citations in the corpus

Psychological Contracts, Perceived Organizational and Supervisor Support: Investigating the Impact on Intent to Leave Among Hospitality Employees in India (2015, background): “PCs and Intention to Leave Rousseau (1995) argued that PC breach can influence employees’ attitudes and behaviors in such a way as to possibly damage the organization.”
Transformational leadership and work engagement: Exploring the mediating role of structural empowerment (2020, background): “Rousseau (1995) delineated the psychological contract as the ‘individual beliefs, shaped by the organization, regarding the terms of an exchange agreement between individuals and their organization’ (p.9).”
Faculty Organizational Commitment and Citizenship (2012, background): “implicit, a kind of psychological contract open to subjective interpretation by the parties (Brown 1996; Rousseau 1995).”
Perceptions of and reactions to workplace bullying: A social exchange perspective (2010, background): “Essentially, the concept of a psychological contract captures the largely implicit beliefs about the promises and commitments made in the exchange relationship (Rousseau, 1995).”
Awards: A strategic management perspective (2016, background): “Managers presenting awards to employees signal their intent to establish an implicit relational bond (see Rousseau, 1989, 1995, on psychological contracts).”
The effect of protean careers on talent retention: examining the relationship between protean career orientation, organizational commitment, job satisfaction and intention to quit for talented workers (2019, methodology): “In the protean career contract, as initially outlined by Hall and Moss (1998) and embedded in the work of Rousseau (1995) on psychological contract theory, it is the person, not the organization, who manages exchanges of benefits and contributions, and their goal of internal (psychological) success…”
Bouncing back from psychological contract breach: How commitment recovers over time (2016, neutral): “Rousseau, D. M. (1995).”
Matched Fundraising: Evidence from a Natural Field Experiment (2010, background): “…hypotheses of why donations received might fall in such circumstances–for example if the offer of a match signals to potential donors that the charity mistrusts them [Rousseau 1995, Falk and Kosfeld 2006], or prosocial behaviors being crowded out by monetary incentives [Benabou and Tirole 2006].”
The relations between work centrality, psychological contracts, and job attitudes: The influence of age (2011, background): “Theoretically, concepts like work centrality and psychological contracts exist in the ‘‘eye of the beholder’’, and therefore self-reports are deemed appropriate to measure these concepts (Pratt et al., 2006; Rousseau, 1995).”
Establishing a Safe Container for Learning in Simulation: The Role of the Presimulation Briefing (2014, background): “The fiction contract is a form of psychological contract that describes what instructors and learners owe each other and should expect of each other to have a successful encounter.(55)”
How Do Developmental and Accommodative HRM Enhance Employee Engagement and Commitment? The Role of Psychological Contract and SOC Strategies (2013, background): “The foundation of psychological contracts is based upon perceived mutual agreement between employee and organization (Rousseau, 1995).”
Effects of Resource Availability on Social Exchange Relationships: The Case of Employee Psychological Contract Obligations (2017, background): “…conservation of resources An employee’s psychological contract consists of beliefs about the employer’s obligations to the employee (also referred to as inducements) and the employee’s own obligations to the employer (also referred to as contributions; Chen, Tsui, & Zhong, 2008; Rousseau, 1995).”
Workplace bullying and employee silence (2017, background): “Persistent acts of bullying are demeaning and undermine work relationships; they negate the non-tangible relational aspects of the contract made with the organization (Rousseau, 1995).”
A Relational Model of How High-Performance Work Systems Work (2010, background): “A key argument in this literature is that human resource practices build a psychological contract by signaling an employer’s commitment to a long-term relationship, in turn yielding a long-term commitment from the employee (Tsui et al. 1997).”
Eyes Wide Open: Perceived Exploitation and Its Consequences (2019, background): “…relationship literature that touches on negative aspects of the relationship: psychological contract breach (Robinson, Kraatz, & Rousseau, 1994; Rousseau, 1995), low perceived organizational support (e.g., Allen, Shore, & Griffeth, 2003; Eisenberger, Fasolo, & Davis-LaMastro,…”
Effects of trust and psychological contract violation on authentic leadership and organizational deviance (2013, background): “This study included control variables that could influence an individual’s perception of the psychological contract, trust and the level of organizational deviance (Berry et al., 2007; Rousseau, 1995).”
Gossip in the workplace and the implications for HR management: a study of gossip and its relationship to employee cynicism (2015, background): “Psychological contract describes an individual’s beliefs, shaped by the organisation regarding the terms of an exchange between an individual and the organisation (Rousseau, 1995).”
Relationship between protean career orientation and work–life balance: A resource perspective (2015, background): “Moreover, a short-term transactional psychological contract (Herriot, Manning, & Kidd, 1997; Rousseau, 1995; Smithson & Lewis, 2000) that is characteristic of many contemporary”
Pay Contingency and the Effects of Perceived Organizational and Supervisor Support on Performance and Commitment (2009, background): “…short-term exchanges of benefits that require limited involvement of the two parties), in contrast to traditional forms of work that are defined as “relational” (i.e., based on the assumption of a broad and long-term relationship; e.g., Arthur, Inkson, & Pringle, 1999; Hall, 2002; Rousseau, 1995).”
Change-Supportive Employee Behavior: Antecedents and the Moderating Role of Time (2011, methodology): “The premise that employees in high-quality relationships are more likely to actively engage in CSB draws on previous findings with regard to OCB (Konovsky & Pugh, 1994; Organ, 1990), which has been established as an outcome of POS and other constructs relating to social exchange (e.g., relational ps”