William H. Turnley

Re‐examining the effects of psychological contract violations: unmet expectations and job dissatisfaction as mediators

This research examines whether the relationships between psychological contract violations and three types of employee behavior (intention to quit, neglect of in-role job duties, and organizational citizenship behaviors) are mediated by unmet expectations and job dissatisfaction. Using a sample of over 800 managers from a wide variety of research sites, this study tests for mediator effects using both hierarchical regression analyses and structural equation modelling. The results suggest that unmet expectations and job dissatisfaction do partially mediate such relationships. Copyright

The Impact of Psychological Contract Fulfillment on the Performance of In-Role and Organizational Citizenship Behaviors:

This research examines the relationships between psychological contract fulfillment and three types of employee behavior: in-role performance, organizational citizenship behavior directed at the organization, and organizational citizenship behavior directed at individuals within the organization. Using a sample of 134 supervisor-subordinate dyads, this study suggests that the extent of psychological contract fulfillment is positively related to the performance of all three types of employee behavior. In addition, the results indicate that psychological contract fulfillment is more strongly related to citizenship behavior directed at the organization than to citizenship behavior directed at one’s colleagues. Finally, this research investigates if employees’ attributions regarding the reasons that psychological contract breach occurred also impact their work performance. However, the data provide only limited support for the idea that employees are most likely to reduce their work effort when they perceive that the organization has intentionally failed to live up to its commitments.

The Personal Costs of Citizenship Behavior: The Relationship Between Individual Initiative and Role Overload, Job Stress, and Work-Family Conflict

By and large, prior research has focused on the positive aspects of organizational citizenship behavior (OCB). D. W. Organ and K. Ryan (1995), though, suggest that individuals who engage in high levels of OCB may become overloaded. This research explores the relationship between a specific type of OCB--namely, individual initiative--and role overload, job stress, and work-family conflict. Results from a sample of 98 couples indicate that higher levels of individual initiative (as assessed by the spouse or significant other) are associated with higher levels of employee role overload, job stress, and work-family conflict. The findings also suggest that the relationship between individual initiative and work-family conflict is moderated by gender, such that the relationship is stronger among women than among men. Some implications of this work and directions for future research are discussed as well.

A Multi-Level Review of Impression Management Motives and Behaviors

This article selectively reviews studies of impression management (IM) published since 1988 and identifies strengths, limitations, and future research directions in three key areas: research investigating the use of IM at the individual level of analysis (e.g., performance appraisal); research that applies IM theory, concepts, and thinking to better understand organizational phenomena (e.g., feedback seeking); and research investigating organizational-level IM (e.g., how firms create legitimacy). Following their review, the authors offer some overarching recommendations for future examinations of IM in organizations, giving particular attention to the need for clear definitions and categories of IM behaviors and the value of multi-level investigations.

Achieving desired images while avoiding undesired images : Exploring the role of self-monitoring in impression management

A study was conducted to test the hypothesis that high self-monitors more effectively manage impressions than low self-monitors do. Students in work groups indicated the extent to which they used 5 impression-management tactics over the course of a semester-long project. At the projects conclusion, students provided their perceptions of the other members of their group. The relationship between impression management and image favorability was then examined across 339 student-student dyads. The results generally suggest that high self-monitors can use impression-management tactics more effectively than can low self-monitors. In particular, high self-monitors appear to be more adept than low self-monitors at using ingratiation, self-promotion, and exemplification to achieve favorable images among their colleagues.

Psychological contract violations during corporate restructuring

The authors examine the nature, extent, and consequences of psychological contract violations which occur in restructuring firms. Managers in restructuring firms were significantly more likely to perceive psychological contract violations in the areas of job security, input into decision making, opportunities for advancement, and amount of responsibility. Managers in restructuring firms were also significantly more likely to be looking for new jobs and were significantly less likely to be loyal to their employers. Several situational factors mitigated against managerss strong negative reactions to psychological contract violations: procedural justice in how layoffs are handled, low likelihood of future violations, and positive working relationships with colleagues.

Measuring Impression Management in Organizations: A Scale Development Based on the Jones and Pittman Taxonomy

Five studies were conducted to develop a measure of employee impression management behaviors based on the taxonomy proposed by Jones and Pittman. In Study 1, 44 items were given to student judges to verify the content validity of the items. In Study 2, the scale was administered to a sample of professionals and exploratory factor analysis was conducted. Based on the results, revisions to the scale were made. In Study 3, the revised scale was administered to a group of managers and exploratory factor analysis was again performed. In Study 4, the final version of the scale was administered to another sample of professionals and confirmatory factor analysis was performed. Finally, in Study 5, the convergent and discriminant validity of the scale was assessed using a sample of management students. The results support the taxonomy presented by Jones and Pittman. Suggestions for future research using the new measure are discussed.

Managing temporary workers: A permanent HRM challenge

T hese recent quotes, the first from the president of the world’s largest temporary agency, the second from the country’s most vocal advocate of temporary-employees’ rights, highlight how entrenched temporary work has become in our economy. Indeed, 10 years ago, only 100 temporaryemployment agencies existed in this country, and only about 250,000 workers were temps; today, there are close to 1,500 temporary-help services and over 1.5 million temporary workers. Moreover, temporary employment is now a

More Than One Way to Make an Impression: Exploring Profiles of Impression Management

20 billion a year business. In fact, between 1991 and 1993, more than 20 percent of all the new positions created in the U.S. economy were temporary jobs. Manpower, Inc. currently has a whopping 560,000 employees, deploying more than 100,000 of them each day. And, where the temporary workforce was once largely dominated by clerical help, today it includes large numbers of technical workers, nurses and medical personnel, hotel and restaurant workers, industrial laborers, and business executives and consultants as well.

Empowerment, expectations, and the psychological contract—managing the dilemmas and gaining the advantages

This research explores the use of impression management tactics in combination. Two studies were conducted to identify three profiles of impression management use and to examine how three individual difference variables are related to these patterns. The results suggest that women are less aggressive than men in using impression management, that high self-monitors favor positive impression management strategies, and that high Machs use impression management tactics rather indiscriminately. The findings also suggest that individuals who either avoid using impression management or who use only positive tactics are seen more favorably than those who use relatively high levels of all types of impression management. Some implications and directions for future research are discussed as well.