The psychological contract has become a topic of increasing interest in the field of organizational behavior and human resource management. This concept concerns the expectations and perceptions that employees have regarding their relationship with their employer. Understanding the psychological contract is crucial for managing employee engagement, retention, and job satisfaction.
Numerous academic research articles have been published on the topic of psychological contract. These studies have investigated different aspects of the psychological contract, such as its formation, breach, and repair. The following is a brief overview of some of the most influential and informative research articles on psychological contract.
1. “Psychological Contracts in Employment: Cross-National Perspectives” by Denise M. Rousseau and René Schalk (2000)
This article presents a cross-national analysis of the psychological contract, comparing the United States, the Netherlands, and China. The authors argue that cultural differences can significantly impact the formation and fulfillment of psychological contracts. They also discuss how psychological contract violations can lead to negative attitudes and behaviors among employees, such as absenteeism and turnover.
2. “The Psychological Contract: A Critical Review” by Neil Conway and Rob B. Briner (2005)
This review article provides a comprehensive analysis of the psychological contract literature to date. The authors examine the definitions, antecedents, consequences, and measurement of the psychological contract. They also discuss the limitations of previous research and suggest future directions for investigation.
3. “The Dynamics of Psychological Contracts with Employees and their Implications for Fairness Perceptions” by David E. Guest and Neil Conway (2004)
This article explores the temporal aspects of the psychological contract, examining how it evolves over time and how changes can affect fairness perceptions. The authors propose a model of psychological contract dynamics that integrates both transactional and relational aspects of the contract.
4. “Fulfillment of the psychological contract and the retention of valued employees” by Jacqueline A-M Coyle-Shapiro, Lynn M Shore, and Susan E Taylor (2004)
This study focuses on the relationship between psychological contract fulfillment and employee retention. The authors find that employees who perceive their psychological contract to be fulfilled are more likely to stay with their employer. They also examine the role of employer obligations in fulfilling the psychological contract and suggest that perceived employer obligations are crucial for employee retention.
In conclusion, the psychological contract is a complex and dynamic concept that has important implications for employee attitudes and behaviors. The research articles discussed above provide valuable insights into the formation, breach, and repair of the psychological contract, as well as its impact on employee retention and job satisfaction. As employers seek to foster positive relationships with their employees, a deeper understanding of the psychological contract is essential.