A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Mishra, Amar Kumar
- Psychological Contract and its Implications on Faculty Retention in Uttarakhand Higher Education Sector
Authors
1 Graphic Era Ubiversity, Dehradun, IN
2 IMS, Ghaziabad, IN
Source
Journal of IMS Group, Vol 14, No 2 (2017), Pagination: 29-44Abstract
An organization comprises of a structure (division of work into units and foundation of linkages among units), frameworks (particular methods for dealing with the significant elements of the association) and standards (acknowledged examples of conduct), qualities, and conventions. Every organization functions for the survival, growth and prosperity. While the survival depends upon workforce and growth depends upon competent workforce; prosperity depends upon committed and competent workforce. The number of employees is the measure of workforce, number of employees working for long is the measure of committed workforce. Employees may be found working in the organization following the instructions and obeying rules and regulations; but that does not guarantee the engagement of the employees. Administration need to ensure that the adherence to instruction by employees is not coupled with resistance. Employees may be found to be working having grudges or grievance against the administration and ceteris paribus will always be looking after a new job. Adherence by employees can also be mere fulfillment of compliance in exchange of the salary. It is only when the employees are involved with commitment, we can say that organization has the engaged employee to steer the organization on the path of growth and prosperity.
The aim of this study was to gain insight into the relationship employee engagement has with the psychological contracts. The empirical results suggest that there is a statically significant relationship between psychological contract fulfillment and employee engagement . Based on insights generated from this research, it can be concluded that overreliance on explicit contracts and ignorance of implicit psychological contracts could lead to faulty decision-making by employers. Leaders would be well served to remember that employees are people, and not just members of their organizations. The administration has to ensure that the employees working in the organization are engaged i.e. working with commitment rather than merely fulfilling the compliance and / or resistance.
Keywords
Psychological Contract, Employee Engagement.
References
- Ajzen, I., and M. Fishbein. 1980. Understanding Attitudes and Predictor Social Behavior. Englewood Clifs: Prentice Hall.Academy of Management Journal 47: 350–367.
- Anderson, N. and Schalk, R. (1998), The psychological contract in retrospect and prospect, Journal of Organizational Behaviour, 19, 637-647.
- Balogun, A. G. and S. A. Olowoduroye. 2012. ‘Psychological Factors as Predictors of Turnover Intention Among Employees of Post Consolidation Banks in Nigeria.’ European Scientific Journal 8 (20): 81–95.
- Bankins, S. 2012. Investigating the Dynamics of the Psychological Contract: How and why Individuals Contract Beliefs Change. An unpublished Ph.D. thesis, school of management, Queensland university of technology, Brisbane, Australia.
- Beardwell, J. and Claydon, T. (2007), Human Resource Management, A contemporary Approach, 5th Edition, Prentice Hall.
- Blau, P. 1964. Exchange and Power in Social Life. New York, Wiley.
- Cho, S., Cheong, K. & Kim, K. (2009), A psychological contract breach and turnover intention of telemarketers in South Korea, Journal of Business and Policy Research, Vol. 4 No. 1 Pp 66-78.
- Cho, Y. J., and G. B. Lewis. 2012. ‘Turnover intention and Turnover Behavior Implications for Retaining Federal Employees.’ Review of Public Personnel Administration 32: 4–23.
- Cole, G. A. (2002), Personnel and Human Resource Management, 5th Edition, T.J. International, Padston Cornwall, London Collegian 17: 3–12.
- . Cropanzano, R, and M. S. Mitchel. 2005. ‘Social Exchange Theory: an Interdisciplinary Review.’
- . Delcampo, R. G., K. M. Rogers, and K. J. L. Jacobson. (2010). ‘Psychological Contract Breach, Perceived Discrimination and Ethnic Identification of Hispanic Business Professionals.’ Journal of Management Issues 22 (2): 220–238.
- . Emberland, J. S., and T. Rundmo. 2010. ‘Implications of Job Insecurity Perceptions and Job Insecurity Responses for Psychological Well-being, Turnover Intentions and Reported Risk Behavior.’
- . Festing, M., and L. Schafer. 2014. ‘Generational Challenges to Talent Management: a Framework for Talent Engagement Based on the Psychological Contract Perspective.’ Journal of World Business 49: 262–271.
- . Griffeth, R. W., P.W. Hom., and S. Geartners. 2000. ‘A Meta Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderators Tests and Research Implications for the Next Millennium.’ Journal of Management 26 (3): 463–489.
- . Igbaria, M., and S. R. Siegel. 1992. ‘The Reasons for Turnover of Information System Personnel.’ Information and Management 23: 321–330.
- . Ingrid, W. (2004), The Unique Nature of Psychological Contract in the Public Sector: An Exploration Antwerp, University of Antwerp Belgium. Instrumentality. Journal of Applied Psychology. International Journal of Cross Cultural Management 4 (2): 229–252.
- . Jensen, J. M., R. A. Opland., and A. M. Ryan. 2010. ‘Psychological Contracts and Counterproductive Work Behaviors: Employee Responses to Transactional and Relational Breach.’ Journal of Business and Psychology 25 (4): 555–568.
- . Kickul, J., S. W. Lester, and E. Belgio. 2004. ‘Attitudinal and Behavioral Outcomes of Psychological Contract Breach: A Cross Cultural Comparison of United State and Hong Kong Chinese.’
- . Kim, K., and G. Jogaratnam. 2010. ‘Effects of Individual and Organizational Factors on Job Satisfaction and Intent to Stay in the Hotel and Restaurant Industry.’ Journal of Human Resource in Hospitality and Tourism 9 (3): 318–339.
- . Kotler, P. and Lane, K. (2009), Marketing Management, 13th Edition, Pearson International Edition.
- . Lane, I. M., R.C. Mathews. and P. H. Presholdt. 1988. ‘Determinants of Nurses Intention to Leave their Profession.’ Journal of Organizational Behavior 9 (4): 367–372.
- . Lee, T. W., and R. T. Mowday. 1987. Voluntary Leaving and Organization: An Empirical Investigation of Steers and Mowday’s Model of Turnover. Academy of Management Journal 30 (4): 721–743.
- . Manager, T. and O. Eikeland. 1990. ‘Factors Predicting Staff’s Intentions to Leave the University. ‘Higher Education 19 (3): 281–291.
- . Matz, A. K., Y. Woo., and B. Kim. 2014. ‘A Meta Analysis of the Correlates of Turnover Intent in Criminal Justice Organizations: does agency type matter?’ Journal of Criminal Justice 42: 233– 243.
- . Mc Innis, K. J. 2012. Psychological Contract in the Workplace: A Mixed Methods Design project. An unpublished Ph.d Thesis, Department of Psychology, University of Western Ontario, London, Canada.
- . Mor Barak, M. E., A. Levin., J. A. Nissly, and C. J. Lane. 2006. ‘Why do they Leave? Modeling Child Welfare Workers’ Turnover Intentions.’ Children and Youth Service Review 28: 548–577.
- . Mosley, W. H., S. O. Horner., and A. T. Hollingsworth. 1978. ‘An Evaluation of Precursors of Hospital Employee Turnover.’ Journal of Applied Psychology 63: 408–414.
- . Motowildo, S. J., and G. W. Lawton. 1984. ‘Affective and Cognitive Factors in Soldiers’ Reenlistment Decisions.’ Journal of Applied Psychology 69: 157–166.
- . Nambaka, F. (2010), The relationship between employee psychological contract and organization citizenship behaviour at the National Social Security Fund in Nairobi, Unpublished MBA project. University of Nairobi.
- . Ojedokun, A. O. 2008. ‘Perceived Job Insecurity, Job Satisfaction and Intention to Quite.’ African Journal for the Psychological Studies of Social Issues 11 (2): 204–220.
- . Osoro, R.B. (2010), Employees’ perceptions of psychological contract violation following implementation of performance contract at the Kenya Forestry Research Institute, Unpublished MBA project. University of Nairobi.
- . Provijen, J. V., D. De-Cremer., I. Van Beest., T. Stahl., M. Van Dijke., and P. A. M. Van Lange. 2008. ‘The Egocentric Nature of Procedural Justice: Social Value Orientation as Moderator of Reaction to Decision Making Procedures.’ Journal of Experimental Social Psychology 44: 1303–1315.Psychological Contract in Organization 3(9): 117–122.
- . Raja, U., G. Johns., and F. Ntalianis. 2004. ‘The Impact of Personality on Psychological Contract.’ Research report, London Chartered Institute of Personnel and Development.
- . Tekleab, A.G., and M. S. Taylor. 2003. ‘Aren’t there Two Parties in an Employment Relationship? Antecedents and Consequences of Organization-Employee Agreement on Contract Obligations and Violations.’ Journal of Organizational Behavior 24: 585–608.
- . Ul-Haq, I., F. A. Jam., M. U. Azeem., M. A. Ali., and T. Fatima., 2011. ‘Psychological Contract and Job Outcomes: Mediating Role of Affective Commitment.’ African Journal of Business Management 5(19): 7972–7979.
- . Westwood, R., P. Sparrow., and A. Leung, (2001). ‘Challenges to the psychological contract in Hong Kong.’ International Journal of Human Resource Management 12(4): 621–651.
- Management-“Miles to Go Before I Sleep!”
Authors
1 IMS, Ghaziabad, IN
Source
Journal of IMS Group, Vol 15, No 2 (2018), Pagination: 83-87Abstract
Seven times McKinsey Award Winner and management guru Peter Drucker had once said: “the few of us who talked of management 40 years ago were considered more or less deranged”. The same Drucker wrote on another occasion “the management boom is over”. The two statements are testimony of the fact that in this short span of time, management has completed a long odyssey marking its presence and significance worldwide from giant organizations to small ventures, from corporate houses to religious trusts, from hospitals to schools et al. Half a century ago management was largely misunderstood as a concept and virtually unrecognized as a profession. Today it is discussed and practiced not only in the board rooms of CEOs but also in the barber shop of a small town. The fall and then phenomenal revival of empires like Ford Motor in US, Siemens Electrical in UK, Mitsubishi in Japan had one thing in common-the denunciation of management practices by their charismatic founders Henry Ford, Werner Von Siemens and Iwasaki respectively and later the introduction of management by their heirs. The list is endless and all signify the great and untiring service management has rendered to the institutions worldwide in the last 70 years. But we know if there is any thing that is constant, it is change. Environment and consequently organizations have changed and are changing at never witnessed pace, so are their structure, their processes, their technologies, their culture, and their people. This is a world of uncertainty, discontinuity, innovation, entrepreneurship, obsolescence any organ that fail to adapt itself becomes extinct. Management we all know is an organ to the institution and the growth or survival of any institution is collateral on the performance of management than anything else. Management as such is still in its infancy and has miles to go in the wake of future challenges and opportunities not only for the survival and growth of the institutions but also to avoid its own pre-matured death.
The author has studied the journey traveled hitherto and the journey to be traveled by management as a profession taking extensively the case studies of different organizations.