Cookies?
Library Header Image
LSE Research Online LSE Library Services

Consequences of the psychological contract for the employment relationship: a large scale survey

Coyle-Shapiro, Jacqueline A-M. ORCID: 0000-0002-7658-7878 and Kessler, Ian (2000) Consequences of the psychological contract for the employment relationship: a large scale survey. Journal of Management Studies, 37 (7). pp. 903-930. ISSN 0022-2380

[img]
Preview
PDF
Download (379kB) | Preview
Identification Number: 10.1111/1467-6486.00210

Abstract

The renewed interest in the concept of the psychological contract has come to the fore in attempts to describe, understand and predict the consequences of changes occurring in the employment relationship. Recognising that the employment relationship includes two parties to the exchange process, we set out to examine the content and state of the psychological contract from both the employee and employer perspective. The two perspectives permit an examination of the mutuality of obligations, which has not received much empirical attention to date. The research methodology consists of two surveys conducted in a large local authority directly responsible and accountable for a range of public services including education, environmental health and social care to the local population. The key findings suggest that the majority of employees have experienced contract breach. This view is also supported by managers, as representatives of the employer, who further indicate that the organization, given its external pressures, is not fulfilling its obligations to employees to the extent that it could. Overall, the results indicate that employees are redressing the balance in the relationship through reducing their commitment and their willingness to engage in organizational citizenship behaviour when they perceive their employer as not having fulfilled its part in the exchange process.

Item Type: Article
Official URL: http://www3.interscience.wiley.com/journal/1179606...
Additional Information: This is an electronic version of an Article published in the Journal of Management Studies 37 (7), 903-930 © 2000 Blackwell Publishing. The definitive version is available at www.blackwell-synergy.com. LSE has developed LSE Research Online so that users may access research output of the School. Copyright and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Users may download and/or print one copy of any article(s) in LSE Research Online to facilitate their private study or for non-commercial research. You may not engage in further distribution of the material or use it for any profit-making activities or any commercial gain. You may freely distribute the URL (<http://eprints.lse.ac.uk>) of the LSE Research Online website.
Divisions: LSE
Subjects: H Social Sciences > H Social Sciences (General)
Date Deposited: 05 Jul 2006
Last Modified: 11 Nov 2024 04:45
URI: http://eprints.lse.ac.uk/id/eprint/829

Actions (login required)

View Item View Item

Downloads

Downloads per month over past year

View more statistics