Employee Responses To Psychological Contract Breach And Violation: Intentions To Leave The Job, Employer Or Profession

Empirical research supports the idea that the perception of under-fulfillment of psychological contract (i.e., breach and violation) increases the willingness to leave the employer via turnover cognitions (i.e., available alternatives and search a job). Further research indicates that employee turnover is not only restricted to the notion of an employee leaving an employer to join another employer. To go beyond this restriction, data were collected among a sample of professional employees. The results suggest that when employees feel that under-fulfillment of psychological contract occur, they may leave the organization or the current job for one another by in the same organization, but did not consider leaving the profession. Findings are discussed in light of relevant literature

Unleashing proactive low‐carbon strategies through behavioral factors in biodiversity‐intensive sustainable supply chains: Mixed methodology

The aim of this research is to understand the complex and relatively understudied relationship between human and behavioral factors and low‐carbon management practices from the perspective of the resource‐based view (RBV). Research application is in the “biodiversity sector” and consists of a survey and multiple‐case study in Brazil, the richest country globally in terms of biodiversity but a country that also faces challenges in protecting biodiversity. The research problem considers the relationship between human critical success factors and the adoption of low‐carbon management practices. Quantitative analysis through structural equation modeling shows the three branches of hypothesis to be accepted—the first with a higher coefficient than the second and the second with a higher coefficient than the third. It was observed that human factors influence low‐carbon product management practices the most, followed by process practices and finally logistics practices. Qualitative multiple‐case study research shows that companies are at different stages of maturity in relation to low‐carbon management organizational practices, ranging from the highest stage to the lowest. It was found that the intensity of the presence of human critical success factors was higher where organizations had greater adoption of low‐carbon management practices

The management of professional employees: linking progressive HRM practices, cognitive orientations and organizational citizenship behavior

International audienceThe present research examines the relationships between progressive HRM practices and the organizational citizenship behaviors (OCB) of professional employees. Drawing on recent HRM literature, our research model includes a perceived organizational support (POS)-commitment mediation hypothesis. Taking into account previous studies on professional employees, a job satisfaction-commitment pathway is also integrated. We tested both mediational pathways as part of a single structural equation model using a sample of 329 professional employees. Our results show that the relationship between recognition and OCB is mediated by the POS-commitment pathway, while the relationships between fairness of rewards, skills development and OCB are mediated by the job satisfaction-commitment pathway. The specificities of the HRM of professional employees related to their multiple cognitive orientations are discussed

United for and by the environment: toward a reassessment of the role of co-workers as part of an integrated multisource model of perceived support for environmental initiatives

International audiencePrevious research has shown the influence of perceived organizational and supervisor support for environmental initiatives (environmental support) on employees’ organizational citizenship behavior for the environment (environmental citizenship behavior). Extending this construct to co-workers, the present research aims to understand how these three sources of perceived support for environmental initiatives combine into united action. Drawing on a target similarity framework and research on corporate social responsibility programs, we examine the mediating role of employees’ affective commitment to organization, supervisor and co-workers in the above relationships. The results indicate that organizational environmental support, supervisor environmental support and co-worker environmental support each have a distinct and complementary effect on environmental citizenship behavior; that employee commitment to the source of environmental support mediates this effect; and that organizational commitment mediates the effect of commitment to supervisor and co-workers on environmental citizenship behavior. We discuss the implications of these findings for the development of uniting and united action for the environment involving all actors and groups within the organization.Des recherches antérieures ont montré l’influence du soutien perçu de l’organisation et des superviseurs aux initiatives environnementales (soutien environnemental) sur le comportement de citoyenneté environnementale des employés au sein de leur entreprise. Elargissant ce construit aux collaborateurs, la présente recherche vise à comprendre comment ces trois sources de soutien perçu aux initiatives environnementales se combinent en une action solidaire. En nous appuyant sur un cadre de similarité de cible et sur des recherches sur les programmes de responsabilité sociale des entreprises, nous examinons le rôle médiateur de l’engagement affectif des employés envers l’organisation, le superviseur et les collègues. Les résultats indiquent que les soutiens environnementaux de l’organisation, du superviseur et des collègues ont chacun un effet distinct et complémentaire sur le comportement de citoyenneté environnementale ; que l’engagement des employés envers la source de soutien environnemental médie cet effet ; et que l’engagement organisationnel médie l’effet de l’engagement envers le superviseur et les collègues sur le comportement de citoyenneté environnementale. Nous discutons les implications de ces résultats pour le développement d’une action solidaire en faveur de l’environnement impliquant l’ensemble des acteurs et groupes au sein de l’organisation

La GRH environnementale : portrait d’un domaine de recherche en émergence

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Le rôle du supérieur dans le renforcement des liens entre évaluation des performances, soutien organisationnel et comportements pro-environnementaux.

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The Effects of the Psychological Contract among Professional Employees Working in Non-Professional Organizations

International audienceFew researchers have sought to examine the consequences of psychological contract breach in the particular case of professional employees working for nonprofessional organizations. To increase our understanding, the purpose of this article was to test an original research model encompassing psychological contract breach, psychological contract violation, perceived organizational support, organizational and professional commitment, and intention to leave the organization. A study was conducted among a sample of 329 professional employees working in nonprofessional organizations. As predicted, this research shows a positive relationship between psychological contract breach and psychological contract violation, a negative relationship between breach and organizational commitment, and a negative relationship between organizational commitment and the intention to leave the organization. However, contrary to expectations, the results indicated that perceived organizational support has no moderating effect on the relationship between breach and violation. This finding does not confirm previous findings from the study by Suazo and Stone-Romero (2011). This unexpected result led to testing a different combination between perceived organizational support and PC-breach and PC-violation, which is documented in the literature on nonprofessional employees. Thus, in accordance with previous results by Suazo (2009), the data from our research indicate that the relationship between PC breach and perceived organizational support is mediated by PC violation. This alternative research model suggests testing a long mediation process by which the breach influences the intention to leave the organization via the violation, the perceived organizational support, and professional and organizational commitment. This long mediation process has been confirmed by our data. Finally, the results of this research suggest that when working in a non-professional context, professional employees tend to react to breaches of the psychological contract in a similar way to non-professional employees

Temp workers: why be loyal?

International audienceThis paper addresses workers' loyalty toward a temp agency. Loyalty reduces contact and management costs, so temp agencies attempt to retain valuable workers. The study therefore focuses on factors that attach workers to their temp agency. This study offers an interdisciplinary approach, according to which the temporary worker is both an employee and a client of the agency. It highlights important factors that determine temp workers' loyalty to the agency, using a relational perspective. A hybrid model, based on social exchange theory, integrates services marketing and human resource management literature to explain the attachment of temporary workers to an agency. Social exchange theory offers an integrative framework for explaining a person's loyalty to an organisation (employer or supplier), based on reciprocity