Challenges to the psychological contract in Hong Kong

By R. Westwood, Paul Sparrow, A. Leung. 2001

129 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/c13345cea0d6130ab42c3ed8780f0ddc3069ec56

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Fernando Jaramillo
2. Jill R. Kickul

In Organizational Behavior and Human Resource Management

1. Fernando Jaramillo
2. Jay P. Mulki
3. Mark M. Suazo
4. P. Flood
5. Nagarajan Ramamoorthy
6. D. Tromp
7. Arjan van Rheede
8. Jill R. Kickul

Citations in the corpus

• The use of the psychological contract to explain turnover intentions in the hospitality industry: a research study on the impact of gender on the turnover intentions of highly educated employees (2010, background): “Although a number of research studies have shown that violation of the psychological contract can lead to a propensity to leave an organization (see, for example, Robinson and Rousseau 1994 ; Robinson 1996 ; Millward and Hopkins 1998 ; Turnley and Feldman 1999 ; Westwood, Sparrow and Leung 2001”
• Attitudinal and Behavioral Outcomes of Psychological Contract Breach (2004, background): “While individuals in the PRC are more inclined to view members of their work organization as ‘family’, Hong Kong employees tend to limit their in-group to blood relatives (Westwood et al., 2001).”
• Creating psychological and legal contracts through human resource practices: A signaling theory perspective (2009, background): “Westwood et al. (2001) report that the Confucian social ethic (e.g., hard work, deep sense of obligation) provides the context for understanding the interpretation of the signals that HR practices send regarding the creation of psychological contracts.”
• Workplace isolation: salespeople and supervisors in USA (2011, background): “Employees view considerate leadership as an indication that the organization is truly committed to them and that it will honor the promises it makes (Westwood, Sparrow and Leung 2001 ).”
• Causes and consequences of psychological contracts among knowledge workers in the high technology and financial services industries (2001, background): “Also, several studies (e.g. Robinson and Rousseau, 1994; Robinson, 1996; Milward and Hopkins, 1998; Turnley and Feldman, 1999; Westwood et al., 2001) have shown that violations of psychological contracts result in several undesirable organizational outcomes such as lower trust towards the employer, ”