The relationship between psychological contract, job satisfaction, organisation citizenship behaviour and turnover intention
- Authors: Pal, Ajay Kumar
- Date: 2019
- Subjects: Contracts -- Psychological aspects , Job satisfaction Organizational behavior Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/43127 , vital:36740
- Description: Psychological contracts, which are made up of employees’ beliefs about the reciprocal obligations between them and their organisation, lie at the foundation of employment relationships (Rousseau, 1989; Schein, 1965). Yet many trends, such as restructuring, downsizing, increased reliance, pressure on cost and high competition, have a profound impact on employees and organisations, leading to an impact on psychological contracts. These trends increasingly make it unclear what the employee and organisation owe each other. The intention of this study is to the relationship between, psychological contract, job satisfaction, organisation citizenship behaviour, and turnover intention in the factory workers of a pharmaceutical manufacturing company based in the Durban area of South Africa. This research made use of quantitative research methods in order to conduct this study using a cross sectional design. A composite questionnaire was used to gather the necessary data for the study using a sample of 63 employees, which constitute 26% of work force working in the factory of a pharmaceutical company, represented by the different departments that operate in the factory setup. The quantitative findings indicate that all three of the measurement scales were reliable due to Cronbach’s alpha coefficient exceeding 0.60. Out of the three dependent variables, psychological contract is found to be highly correlated to job satisfaction. The findings of the study revealed that psychological contract has a positive medium correlation with job satisfaction, and that psychological contract has a medium negative correlation with turnover intention, while it has negligible correlation with organisation citizenship behaviour for the samples. The findings of this research study contribute to the literature available in terms of the construct of psychological contract, job satisfaction, organisation citizenship behaviour and turnover intention. Consequently, the results from this study provided the management of this company with important information on psychological contract and its relationship with work-related behaviours.
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- Date Issued: 2019
Perceived breach and violation of the psychological contract in a collectivistic culture
- Authors: Van der Merwe, Sophie Wilhelmine
- Date: 2015
- Subjects: Collectivism , Employees -- Attitudes , Contracts -- Psychological aspects , Industrial relations , Breach of contract , Personnel management -- Psychological aspects , Organizational behavior , Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:855 , http://hdl.handle.net/10962/d1017523
- Description: The significance of relationships on economic actions and employee behaviour makes it critical for employers to understand the dynamics of employment through mutual obligations (Rousseau, 1990; Guest, 2004b). The psychological contract affords a broad platform to study the employment relationship (Thomas et al., 2010), and is an important tool for organisational success (McDermott et al., 2013). The literature review contained in this study indicates the differences in contracting environments due to the prevailing cultural orientation. However, there is a dearth of research in collectivistic culture, to which this study will add. The literature also makes a distinction between perceptions of breach and violation. While perceptions of breach of the psychological contract is the perception that the employer has not met all obligations and promises, violation is the emotional and affective state following breach (Morrison & Robinson, 1997) and results in negative or deviant behaviours (Chiu & Peng, 2008). Both breach and violation perceptions negatively affect employee behaviours and attitudes in the workplace (Aggarwal & Bhargava, 2014). This research assumed a constructivist paradigm and builds understanding of the outcomes of breach and violation of the psychological contract on employees’ working life in a collectivistic environment. Primary data collection was by in-depth semi-structured, one on one interviews with five employees of a state-subsidised organisation in East London, making use of convenience sampling. Follow up interviews were conducted, resulting in 7ₑ/₄ hours of interviewing time. Cultural orientation was ascertained through the use of a questionnaire. The findings of this study confirmed that the type of psychological contract entered into influences the outcomes of perceptions of breach and violation. Both dimensions of collectivism, namely institutional and in-group, were practised in this environment, which also impacted on both the individual’s experience and outcomes for the organisation. The latter was influenced by commitment to organisational goals and supervisory or collegial relationships. Most notable of the results is the effect of expectations of transitional justice on experience of the psychological contract. Practical implications and recommendations for future research are made. This research is presented in three sections; firstly the research is presented in the format of an academic paper and includes a concise summary of literature and research method. The second section is an expanded literature review of the psychological contract and its influencing factors, as well as the outcomes of breach and violation. The last section describes and justifies in detail the design of the research and the research procedure followed. , Alternate name: Van der Merwe, Somine
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- Date Issued: 2015
The impact of human resource management practices on the psychological contract during a psychological recession
- Authors: Theron, Anthonie Van Straaten
- Date: 2011
- Subjects: Psychology, Industrial , Contracts -- Psychological aspects , Organisational behaviour
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:8772 , http://hdl.handle.net/10948/d1012611 , Psychology, Industrial , Contracts -- Psychological aspects , Organisational behaviour
- Description: The aim of this study was to investigate the impact of Human Resource Management (HRM) practices on the psychological contracts of employees who have been negatively impacted by the widespread psychological recession. The psychological contract that exists between employees and organisations is brittle due to the psychological recession, which is defined as an emotional state in which employees feel extremely vulnerable to economic hardship. This contributes to a negative and cynical view of the present and an even bleaker view of the future. Breach of the psychological contract has severe negative consequences for employees and organisations. These include reduced employee well-being, trust levels, various organisational citizenship behaviours, increased cynical attitudes toward the organisation, and stronger intention to quit. The target population for the present study consisted of all permanent support staff working at an organisation that has recently went through a large-scale retrenchment exercise (n=52). A self-administered questionnaire was distributed amongst employees. The findings suggest that when the harsh effects of the psychological recession increase, employees are more likely to engage in various destructive behaviours at work due to breach and violation of their psychological contracts. Furthermore, the results indicated that an increase in the number of progressive HRM practices correlated with a decrease in breach and violation of the psychological contract. It was further revealed that the widespread psychological recession may make the employment relationship brittle and prone to breach and violation. The findings suggest that through the effective development and application of many explicit HRM practices, employees’ psychological contracts may become less fragile to breach and violation during a psychological recession.
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- Date Issued: 2011