Charissa Freese

Implications of differences in psychological contracts for human resource management

Abstract This article addresses the role psychological contracts can play in human resources management. Differences between part-time and full-time workers, male and female employees, and supervisors and subordinates concerning the psychological contract are presented. The implications of using the psychological contract in human resources practices are discussed.

Change and employee behaviour

In this study the relationship between perceived change implementation in an organization is related to employee self‐rated behaviour. The change implementation processes measured were communication, support and participation. The relationship between these processes and employee behaviour was examined by testing a theoretical model, in which two mediating concepts are used: the psychological contract and employee job attitudes. The research was carried out in two main divisions of a large telecommunications firm on a sample of 220 employees. The theoretical model (perceived change implementation influencing the psychological contract, influencing employee attitudes, influencing employee behaviour) had a better fit with the data, compared to alternative models.

The impact of organizational changes on psychological contracts: A longitudinal study

Purpose – The purpose of this study is to add to the existing literature on the impact of organizational changes on psychological contracts by examining the exchange between employer and employee obligations and organizational commitment and intention to turnover in a causal model.Design/methodology/approach – Psychological contracts of 450 health care workers were assessed in a three‐wave longitudinal design, covering a one‐year period. The Tilburg Psychological Contract Questionnaire measures perceived obligations with respect to Job Content, Career Development, Social Atmosphere, Organizational Policies and Rewards (perceived organizational obligations) and In‐role and Extra‐role Obligations (perceived employee obligations). Linear structural equation modeling was used to test the changes in psychological contracts and outcome variables over time, and also to investigate the changes in the relationships between the dependent and independent variables over time.Findings – The results show that organizat...

Organizational change and the psychological contract : How change influences the perceived fulfillment of obligations

Purpose – This study aims to examine how organizational change and attitude towards change affects the fulfillment of the psychological contract. The influence of type of change, impact of change, former change experiences and frequency of change on fulfillment of the psychological contract is assessed, as well as the influence on the employees attitude towards change. Design/methodology/approach – Regression analyses were carried out to test the effects of the change antecedents and the attitude towards change on the fulfillment of the psychological contract and to test the effects of the change determinants on the attitude towards change. The data used in this study are from 161 respondents working for different organizations who completed an online questionnaire. Findings – The results show that type of change, impact and former experience with organizational change influence attitude towards change. With respect to the fulfillment of the psychological contract, only frequency, former experiences and ...

The Impact of Organizational Changes on the Psychological Contract and Attitudes Towards Work in Four Health Care Organizations

This chapter presents the results of a longitudinal study in four health care organizations in the Netherlands, examining changes in psychological contracts and the consequences of these changes during a process of organizational transformation. The general hypothesis tested in this study is that changes in the organization affect psychological contracts of employees, and that changes in the psychological contract affect workplace attitudes at three points in time (with six-month intervals) during a process of organizational change, employees of the four organizations were asked to fill in a questionnaire, measuring the mutual obligations of employer and employee (the psychological contract), attitudes (affective commitment, intention to turnover), and the employees’ perceptions of the organizational changes and the change process. Data for all three measurement points were available for 155 employees. The results show that in these organizations the organizational changes were not of the ’turn key’ type, but that there was a continuous process of change affecting employees at different points in time. Furthermore, some employees perceived the changes as positive, while others were not satisfied with the changes and the process of implementing them. The evaluation of change at a certain point in time affects the psychological contract of employees, and consequently influences their attitudes towards work. By means of in-depth interviews with 29 employees the existence of typical patterns of change in the psychological contract (balancing, revision, and abandonment) has been examined. Balancing and revision were the most prominent patterns found, next to some cases of abandonment.

Can HR practices retain flexworkers with their agency

Purpose – Workers have different motives to be employed at specialist contract work agencies, such as career development aspirations, or a desire for freedom and independence. The purpose of this paper is to study how these different motives relate to the appreciation of HR practices applied by agencies and consequently to employee retention at the agency. Design/methodology/approach – Data were collected in a contract work agency for financial professionals. Management was interviewed about the HR practices used for employee retention. In addition, 291 agency employees filled out a questionnaire about their motives to be employed at the agency, their appreciation of the HR practices of the contract agency and their turnover intentions. Findings – Regression analysis showed that career development motivation was related to retention at the agency, but that this relation became weaker when tenure with the agency increased. HR practices (like training, supervisory support, career development support, information sharing and employee participation) proved to be related to lower turnover intentions of flex workers with a career development motivation. For flex workers with a freedom motivation the HR practices had no relationship with retention. Research limitations/implications – Data collection in one agency may limit generalization. Additional research needs to zoom in on alternative HR retention practices that align with freedom motivation. Originality/value – Specialist contract work agencies typically experience difficulties with employee retention. Agencies may retain their workers if they apply HR practices that are aligned with the motivation of people engaging in contract work.

How change information influences attitudes toward change and turnover intention : The role of engagement, psychological contract fulfillment, and trust

Purpose The purpose of this paper is to examine how the quality of change information influences employees’ attitude toward organizational change and turnover intention. Additionally, the role of engagement, psychological contract fulfillment and trust in the relationship between change information and attitude toward change is assessed. Design/methodology/approach In a technology services organization that was implementing a “new way of working,” questionnaire data of 669 employees were gathered. The organizational change in question sought to increase employees’ autonomy by increasing management support and improving IT support to facilitate working at other locations (e.g. at home) or at hours outside of regular working hours (e.g. in evening). Findings The results showed that change information was positively related to psychological contract fulfillment and attitude toward change. Engagement and psychological contract fulfillment were positively related to attitude toward change and negatively related to turnover intention. Contrary to what was expected, trust did not influence attitude toward change but was negatively related to turnover intention. Practical implications The study presents a model that can help management to foster positive affective, behavioral, and cognitive responses to change, as well as to reduce employee turnover. Fulfilling employees’ psychological contracts and cultivating engagement is important in this respect, as well as continuously considering whether information about the organizational change is received in good time, is useful, is adequate and satisfies employees’ questions about the change. Originality/value As one of the first studies in its field, attitude toward change was conceptualized and operationalized as a multidimensional construct, comprising an affective, a behavioral and a cognitive dimension.