Psychological contract, engagement and employee discretionary behaviours

2017 ◽  
Vol 66 (7) ◽  
pp. 896-913 ◽  
Author(s):  
Francis Kasekende
Keyword(s):  
Employee Engagement ◽  
Public Service ◽  
Psychological Contract ◽  
Management Practices ◽  
Mediation Effect ◽  
Hierarchical Regression ◽  
Content Type ◽  
The Public ◽  
Human Resource Management Practices ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediation effect of employee engagement on the relationship between employer obligations, employee obligations and state of the psychological contract and employee discretionary behaviours. Design/methodology/approach The empirical data were collected using self-administered questionnaires with 278 participants from 11 commissions and three agencies in the public service in Uganda. The authors used hierarchical regression analysis to investigate the hypotheses. Findings The results indicate that employer obligations, employee obligations and state of the psychological contract were positively related to employee discretionary behaviours. In addition, employee engagement was found to be a partial mediator between employee obligations, employer obligations and state of the psychological contract and discretionary behaviours among for both subordinate and supervisory staffs. Originality/value Since little is known about the process by which public service commissions and agencies in Uganda promote employer obligations, employee obligations and state of the psychological contract on discretionary behaviours, this paper contributes to the literature by examining human resource management practices in a developing country context.

Improving post-assignment behavioral outcomes of expatriates

2014 ◽  
Vol 2 (3) ◽  
pp. 298-316 ◽  
Author(s):  
Padmini Jayasekara ◽  
Yoshi Takahashi
Keyword(s):  
Organizational Commitment ◽  
Management Practices ◽  
Behavioral Outcomes ◽  
Hierarchical Regression ◽  
Sri Lankan ◽  
Content Type ◽  
Training Performance ◽  
Human Resource Management Practices ◽  
Questionnaire Method ◽  
The Relationship

Purpose – The purpose of this paper is to explore the relationship between pre-departure human resource management practices (HRMPs) and post-assignment behavioral outcomes (PABOs) among Sri Lankan expatriates. Design/methodology/approach – The study focuses on three research questions, namely, first, whether individual HRMPs reinforce desirable PABO consequences, second, whether this relationship would be strengthened when HRMPs are bundled together, and third, whether the purpose of an expatriate’s international assignment would affect the strength of the relationship between HRMPs and PABOs. A questionnaire method was employed to survey Sri Lankan repatriates, and 155 responses were analyzed using a hierarchical regression analysis. Findings – The authors found that two HRMP types, namely, preparation and selection, significantly influenced job commitment, organizational commitment, and retention, both individually and when bundled. Practices such as recruitment, training, performance evaluation, and compensation, bundled with others, improved job and organizational commitment but not retention. Further, the specific task assigned to the expatriate affected the interaction between the HRMPs and their PABOs except retention. Practical implications – As bundled HRMPs influence job and organizational commitment, organizations should attempt to combine several HRMPs. However, there may be a need to customize HRMPs to improving retention and address the development-driven purpose of assignments. Originality/value – This study is amongst the first in the Sri Lankan context to emphasize the necessity of proactively managing expatriates’ PABOs before they relocate, using system and contingency approaches.

Breach or bridge your career? Understanding the relationship between career plateau and internal employability

2018 ◽  
Vol 47 (5) ◽  
pp. 986-1002 ◽  
Author(s):  
Yi-chun Lin ◽  
Angela Shin-yih Chen ◽  
Yu-ting Lai
Keyword(s):  
Psychological Contract ◽  
Negative Relationship ◽  
Psychological Contract Breach ◽  
Hierarchical Regression ◽  
Contract Breach ◽  
Content Type ◽  
Career Plateau ◽  
Job Content ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to identify the impact of career plateau (hierarchical and job-content plateau) on internal employability, and to investigate psychological contract breach as a moderator on the relationship between career plateau (hierarchical and job-content plateau) and internal employability. Design/methodology/approach Data were collected by distributing paper-based questionnaires to 521 workers in private banking sectors in Taiwan. Hierarchical regression analysis was used to examine the results of the relationships. Findings The results supported the idea that career plateau (hierarchical and job-content plateaus) could be a significant antecedent of internal employability. Psychological contract breach significantly moderated the negative relationship between career plateau (hierarchical and job-content plateau) and internal employability. Specifically, the negative relationship between career plateau and internal employability will be stronger for employees who perceive a higher level of psychological contract breach. Practical implications These findings can help human resource practitioners gain a better understanding of the value of applicable approaches as an influence on a plateaued employee’s perception of internal employability, and to facilitate a positive employer–employee relationship, which could foster both a successful career for an individual and a prosperous performance for the organization that employs them. Originality/value Career plateau have been aroused variety issues in HR practice, but employability and psychological contract breach have barely been discussed with career plateau. This study empirically establishes the correlation between career plateau and internal employability as well as shown that psychological contract breach would decrease the plateaued individual’s willingness to stay in the current organization. Thus, the career plateau may provide organizations with a helpful perspective on one’s career development. Building substantial relationships between employees and employers lead to better human capital for organizations as it deals with rapidly changes in the real world.

The role of affective commitment on the relationship between human resource management practices and informal workplace learning

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Md Shariful Alam Khandakar ◽  
Faizuniah Pangil
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Conceptual Framework ◽  
Human Resource ◽  
Workplace Learning ◽  
Affective Commitment ◽  
Management Practices ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Relationship

PurposeThe purpose of this paper is to explain the mediation effect of affective commitment on the relationship between human resource management practices and informal workplace learning.Design/methodology/approachThis paper develops a conceptual framework along with propositions by integrating comprehensive literatures, in the field of human resource management, affective commitment and informal workplace learning. Through the review of detail literature and based on the situated learning theory (Lave and Wenger, 1991) and organizational support theory (Eisenberger et al., 1986; Rhoades and Eisenberger, 2002; – and Eisenberger, 2006), it is proposed that eight human resource practices could affect informal workplace learning. Moreover, it is also argued that affective commitment could mediate the relationship between HRM practices and informal workplace learning.FindingsThis paper provides a conceptual framework on human resource management practices and informal workplace learning which is mediated by affective commitment.Originality/valueNone of the models presented in the literature details the mediation of affective commitment on the relationship between human resource management practices and informal workplace learning which is mediated by affective commitment as indeed the most recent research on the subject envisages.

scholarly journals Linking organizational trust with employee engagement: the role of psychological empowerment

2014 ◽  
Vol 43 (3) ◽  
pp. 377-400 ◽  
Author(s):  
Fabian O Ugwu ◽  
Ike E. Onyishi ◽  
Alma Maria Rodríguez-Sánchez
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Psychological Empowerment ◽  
Organizational Trust ◽  
Business Environment ◽  
Hierarchical Regression ◽  
Content Type ◽  
Organizational Behaviour ◽  
The Relationship

Purpose – This study aims to investigate the relationship between organizational trust, psychological empowerment, and employee engagement. In addition, the study seeks to test the moderating role of psychological empowerment on the relationship between trust and engagement. Design/methodology/approach – Hierarchical regression analyses were carried out on a sample of 715 employees from seven commercial banks and four pharmaceutical companies in south-eastern Nigeria who participated in the survey. Findings – The results showed that organizational trust and psychological empowerment were predictors of work engagement. There was a moderating effect of empowerment on the relationship between trust and engagement. Research limitations/implications – The findings show that organizational trust and psychological empowerment that predict positive job behaviour in Western cultures are also critical in understanding Nigerian workers ' positive organizational behaviour such as work engagement. Practical implications – For practical purposes, the results suggest that organizational trust may be a significant component of organizational interventions. Given that psychological empowerment is strongly related to work engagement, empowerment intervention programs is therefore important in building employees that would be engaged in their work. Originality/value – This study was one of the first attempts to empirically investigate the direct relationship among organizational trust, psychological empowerment and employee work engagement. Additionally, most previous studies on engagement have been conducted in developed economies of North America and Europe. This study was carried out in a Nigerian business environment where organizational behaviours have been scarcely investigated and comparing these findings with earlier studies may help further clarify the emerging work engagement concept.

Antecedents of small business financial performance: the role of human resource management practices and strategy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Willie Chinyamurindi ◽  
Janatti Bagorogoza Kyogabiirwe ◽  
Jolly Byarugaba Kabagabe ◽  
Samuel Mafabi ◽  
MTutuzeli Dywili
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Financial Performance ◽  
Human Resource ◽  
Small Businesses ◽  
Management Practices ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Relationship

PurposeThere is noted emphasis on the role of small businesses as conduits for economic development especially in emerging economies. Given this, there is need for constantly seeking for ways to assist small businesses achieve success. Calls exist in the literature to investigate the combined role that strategy and human resource management practices can play leading to efforts of financial success.Design/methodology/approachA structured questionnaire was utilised and data collected from 401 small businesses operating in the Eastern Province of South Africa. Pearson product–moment correlation and hierarchical regression were used in the data analysis.FindingsThe results confirm that a direct relationship exists between strategy and financial performance. Further, the relationship is made significant only through the mediation effect of human resource management practices.Practical implicationsTo fully realise the enactment of strategy within small businesses there is need to pay attention to the role that human resource management practices may potentially have on financial performance. Small business owner-managers need to ground their strategies with sound human resource management practices. Through this, firm financial performance can be attained.Originality/valueThe paper sheds light and presents a model that illustrates the mediating role of human resource management practices on the relationship between strategy and financial performance.

Impact of human resource management practices on employee turnover intentions

2017 ◽  
Vol 9 (3) ◽  
pp. 212-228 ◽  
Author(s):  
Nivethitha Santhanam ◽  
Kamalanabhan T.J. ◽  
Lata Dyaram ◽  
Hans Ziegler
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Psychological Contract ◽  
Management Practices ◽  
Turnover Intentions ◽  
Frontline Employees ◽  
Contract Breach ◽  
Content Type ◽  
Human Resource Management Practices

Purpose This paper aims to explore the relationship between human resource management practices, breach of psychological contract and employee turnover intentions among hotel frontline employees, considering the scant research attention to frontline employee’s perspectives in Indian hospitality industry. Design/methodology/approach A survey design was used to collect responses from 294 frontline employees (front-office and food and beverage services). Multiple regression analyses have been used to test the hypothesized relationships. Findings Selection, training and compensation practices were found to influence employee’s turnover intentions. In addition, psychological contract breach was found to enhance employee’s turnover intentions, despite the implementation of effective human resource management practices. Originality/value This study examines the role of psychological contract breach as a moderator in the relationship between human resource management practices and turnover intentions in a highly labour-intensive context, the hospitality industry.

Leader-member exchanges and psychological contract: testing for interaction effects

2017 ◽  
Vol 36 (7) ◽  
pp. 959-972 ◽  
Author(s):  
Francis Kasekende
Keyword(s):  
Public Service ◽  
Psychological Contract ◽  
Structural Equation ◽  
Methodological Approach ◽  
Interactive Effect ◽  
Interaction Effects ◽  
Equation Model ◽  
Future Research ◽  
Content Type ◽  
The Public

Purpose The purpose of this paper is to examine the interaction effects of leader-member exchange (LMX) dimensions and how they blend to affect psychological contract in the public service in Uganda. Design/methodology/approach The authors employ the structural equation model to test a conditional hypothesis. Findings It is indicated that the magnitude of effect of affect and professional respect on psychological contract is dependent upon perceived contribution, implying that the predictive power of affect and professional respect on psychological contract increases considerably when perceived contribution increases. Research limitations/implications Only a single-research methodological approach was employed. So, future research through interviews could be undertaken to triangulate the results. Furthermore, future research should be undertaken to examine the multiplicative effects studied in this paper across time. Practical implications In order to increase the perceptions of fulfillment of the psychological contract in the public service in Uganda, managers should always endeavor to identify a viable LMX mix that can add value to expectations that employee and employer have of each other. Originality/value This is the first study that focuses on testing the interactive effect of LMX dimensions on psychological contract in Uganda’s public service.

Workplace incivility: the impact on the Malaysian public service department

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mazni Alias ◽  
Adedapo Oluwaseyi Ojo ◽  
Nur Farhana Lyana Ameruddin
Keyword(s):  
Job Satisfaction ◽  
Work Stress ◽  
Work Engagement ◽  
Public Service ◽  
Psychological Contract ◽  
Workplace Incivility ◽  
Service Organization ◽  
Content Type ◽  
The Public ◽  
Service Department

Purpose This study aims to investigate the implication of workplace incivility among employees in the public service department in Putrajaya involving job satisfaction, work stress, psychological contract, knowledge sharing and work engagement. Design/methodology/approach This cross-sectional study examines the implication of workplace incivility among 180 employees in the Malaysian public service organization. Purposive sampling was used in this study. Partial least square was used to examine the measurement and the structural model of this study. Findings The result demonstrated that workplace incivility was associated with the psychological contract, job satisfaction, work stress and work engagement. The study also found that workplace incivility does not impact knowledge sharing in the public service organization department. Practical implications Future research could provide a more broadened scope to ensure the generalization of the results for the overall public service in Malaysia. Human resource development researchers could look into experimental studies to raise the awareness of workplace incivility that may lead to the decline of workplace incivility. Originality/value The research could trigger more empirical research toward understanding the phenomenon and implication of workplace incivility in the perspective of Malaysian public service organizations specifically in Asian countries, which are currently limited.

Do organisational culture and national culture mediate the relationship between high-performance human resource management practices and organisational citizenship behaviour?

2020 ◽  
Vol 41 (8) ◽  
pp. 1179-1197
Author(s):  
Pamela Lockhart ◽  
Nusrat Khan Shahani ◽  
Ramudu Bhanugopan
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
National Culture ◽  
High Performance ◽  
Management Practices ◽  
Organisational Culture ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this paper is to examine the impact of high-performance human resource management practices (HPHRMPs) on organisational citizenship behaviour (OCB) and the influences of national culture (NC) and organisational culture (OC) on this relationship.Design/methodology/approachUsing a self-administered survey, data were collected from a sample of 420 public sector employees. The hypotheses were tested using structural equation modeling and hierarchical regression analysis.FindingsThe findings of this study offer new insights into the ability to improve OCB through greater consideration of NC and OC in the design of HPHRMP. The results indicated that NC fully mediates the relationship between HPHRMP and OCB, whilst OC has a partial mediating influence.Research limitations/implicationsHPHRMP includes a wide variety of functional areas; however, this study has only examined three (reward management, performance appraisal and promotion practices) and contributes to understanding the importance of institutional theory in HRM.Practical implicationsThis study highlights the need for HR professionals to ensure that they consider the impact of cultural differences (national and organisational) on how these HR practices will be perceived by employees.Originality/valueThe present study seeks to extend research into the link between cultural context and HPHRMP and posits that culture plays a crucial role in this relationship.

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