Psychological Contracts in the Workplace: Understanding the Ties That Motivate

By Denise M. Rousseau. 2004

507 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ebe2cdb843e5f6726e207238fbda2bee5d90ba32

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Understanding the factors that promote employability orientation: The impact of employability culture, career satisfaction, and role breadth self-efficacy (2009, background): “In previous research, employability is sometimes perceived as a (necessary) human resource strategy to demonstrate that ‘lifetime employment’ has to be replaced by ‘lifetime employability’ and a new, more balanced and unattached psychological contract, in order to meet continuously changing job and ”
Talent management strategy of employee engagement in Indian ITES employees: key to retention (2007, background): “a need to establish a stronger psychological contract (Rousseau, 2004) based on relational need (which takes care of Camps 1 and 2) rather than a transactional one; .”
Transformational leadership and work engagement: Exploring the mediating role of structural empowerment (2020, background): “Conversely, transactional contracts are short-term and focus on economic exchange, and employee involvement is limited (Rousseau, 2004).”
Effectiveness of organizational efforts to lower turnover intentions: The moderating role of employee locus of control (2009, background): “…employees today are more self-directed (King, 2004) and are likely to experience increasingly weaker forms of psychological attachment to their organizations (Mitchell et al., 2001; Rousseau, 2004), the organizational actions necessary to retain employees also may need to be modified and updated.”
Reactions to psychological contract breach: a dual perspective (2008, background): “…# 2007 John Wiley & Sons, Ltd. Received 5 December 2005 Revised 16 May 2007 Accepted 22 May 2007 enduring mental model of the employment relationship, which provides a stable understanding of what to expect from each other and guides efficient actions by both parties (Rousseau, 2004).”
The Energizing Nature of Work Engagement: Toward a New Need-Based Theory of Work Motivation (2017, background): “The psychological contract research suggests that employees view their employment relationship with their organization as a contract that includes both explicit and implicit agreements (Robinson & Rousseau, 1994; Rousseau, 1990, 2004; Rousseau & McLean Parks, 1993).”
Human Resource Systems and Helping in Organizations: A Relational Perspective (2011, background): “…were social capital (e.g., Adler & Kwon, 2002; Bolino, Turnley, & Bloodgood, 2002; Nahapiet & Ghoshal, 1998), psychological contracts (e.g., Dabos & Rousseau, 2004; Rousseau, 1995, 2004), interpersonal relations (e.g., Penner et al., 2005; Rusbult & Van Lange, 2003), interpersonal helping (e.g.,…”
Understanding the changing nature of psychological contracts in 21st century organizations (2017, background): “Furthermore, the implicit or explicit benefits promised provide the recipients with an inducement to reciprocate and to contribute something in return (Dabos & Rousseau, 2004).”
Person–organization fit, perceived organizational support, and organizational citizenship behavior: The role of job embeddedness (2016, background): “in exchange for the employee providing loyalty and commitment (Rousseau, 2004).”