Communicating the psychological contract: an employer perspective

By D. Guest, N. Conway. 2002

675 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/d5de4aeb2bca8dae6becbef07b462e5ea1424de4

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Citations in the corpus

Inducements, contributions, and fulfillment in new employee psychological contracts (2011, background): “When managers and HR professionals endeavor to send newcomers (and employees in general) clear and mutually reinforcing signals, the odds of contract fulfillment go up (Guest & Conway, 2002).”
Collective organizational engagement: : Linking motivational antecedents, strategic implementation, and firm performance (2015, background): “…increase shared perceptions of psychological safety by establishing organizational norms, increasing trust and consistency, and reducing uncertainty and unpredictability, which provides clarity regarding organization members’ past performance and future expectations (Guest & Conway, 2002).”
Direct and indirect effects of supervisor communication on organizational commitment (2007, background): “) and a psychological contract ( Guest and Conway, 2002”
HRM practice and employee attitudes: different measures – different results (2005, background): “Research exploring this relationship show a strong correlation between high numbers of HRM practice and positive employee attitudes (Fiorito, 2002; Guest, 1999; Guest and Conway, 2002; Appelbaum and Berg, 2000).”
The relationship between high performance work systems and employee proactive behaviour: role breadth self-efficacy and flexible role orientation as mediating mechanisms (2017, background): “Motivationenhancing HR practices may also contribute to enhance employees’ FRO by generating a more positive view of the exchange between the employee and the organisation and promoting a higher level of confidence between them (Guest and Conway, 2002).”
Human Resource Flexibility as a Mediating Variable Between High Performance Work Systems and Performance (2008, background): “On one hand, appraisal activities constitute an organizational communication tool that helps the firm to shape the psychological contract, that is, to clarify the set of reciprocal expectations between the employee and the organization (Guest & Conway, 2002).”
Extra-Role Time, Burnout, and Commitment (2011, background): “Guest and Conway (2002) define the psychological contract as “the perception of both parties to the employment relationship, organizational and individual, of the reciprocal promises and obligations implied in that relationship” (p. 22).”
Unpacking Employee Responses to Organizational Exchange Mechanisms: The Role of Social and Economic Exchange Perceptions† (2009, background): “Guest and Conway (2002) also found that the implementation of high-commitment human resources practices, which implies a mutual investment employment approach, has a positive influence on employees’ attitudes and behaviors.”
The Psychology of the Employment Relationship: An Analysis Based on the Psychological Contract (2004, methodology): “…addresses perceptions of the reciprocal promises and obligations between organisation and individual, the state of the psychological contract is concerned with “whether the promises and obligations have been met, whether they are fair and their implications for trust” (Guest & Conway, 2002).”
Antecedents and consequences of psychological contracts: Does organizational culture really matter? (2009, methodology): ““The primary focus of the psychological contract is therefore the employment relationship at the individual level, between the employer and employee” (Guest & Conway, 2002; 545).”
How to Measure the Psychological Contract? A Critical Criteria-Based Review of Measures (2008, neutral): “Exceptions are studies by Guest and Conway (2002), Kickul, Lester, and Finkl (2002), and Psycones (2005) who first established whether a promise had actually been made to the employee.”