The Employment Relationship in the U.K. Public Sector: A Psychological Contract Perspective

By Jacqueline A-M. Coyle-Shapiro, I. Kessler. 2003

171 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/db8c7d5daf80b9ff169d29e21720d10012f76022

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

In Public Administration

Citations in the corpus

Government Employees’ Organizational Citizenship Behavior: The Impacts of Public Service Motivation, Organizational Identification, and Subjective OCB Norms (2017, background): “While consistent significant associations between organizational justice and OCB have been reported (Alotaibi 2001; Coyle-Shapiro and Kessler 2003), the amount of variance explained in the hypothesized models has been relatively moderate.”
Organizational Influences, Public Service Motivation and Work Outcomes: An Australian Study (2008, background): “…INFLUENCES, PSM, AND WORK OUTCOMES 81 extent to which they perceive that their needs for approval, affiliation, and esteem is being reciprocated by the organization, such as in the form of an acknowledgement of the employees’ worth by the employing organization (Coyle-Shapiro and Kessler 2003).”
Doing more with less? Employee reactions to psychological contract breach via target similarity or spillover during public sector organizational change (2014, unknown): “This account of major organizational change destabilizing employment relationships was examined in both private and public sectors (Coyle-Shapiro & Kessler, 2003; Guest, & Conway, 2001; Kessler & Coyle-Shapiro, 1998).”
When Does Public Service Motivation Fuel the Job Satisfaction Fire? The Joint Moderation of Person–Organization Fit and Needs–Supplies Fit (2015, background): “2006), Italy (Cerase and Farinella 2009), Malta (Camilleri 2006), Netherland (Steijn 2008), South Korea (Kim 2009), Switzerland (Ritz 2009), and the United Kingdom (Coyle-Shapiro and Kessler 2003).”
Crowding out intrinsic motivation in the public sector (2011, background): “…confounded by the fact that what is often perceived to be a manifestation of PSM is simply a reflection of greater organizational commitment by employees who reciprocate when employers fulfill their obligations relating to pay, job security, and career development (Coyle-Shapiro and Kessler 2003).”