The current study explored the role of psychological contract fulfilment on innovative work behaviours of employees in sport-based small business enterprises (SBEs). Building on literature from sport and non-sport organisational contexts, a model positing a direct linear relationship between psychological contract fulfilment and innovative work behaviours was proposed. Affective commitment and organisational citizenship behaviours were included in the model as partial mediators. The model was tested using a sample of 216 employees from affiliated minor league baseball franchises. Results supported a model where organisational citizenship fully mediated the relationship between psychological contract fulfilments and innovate work behaviours. Affective commitment was predicted by psychological contract fulfilment but was not significantly related to the other variables in the model.

Globally competitive businesses have gone through a lot of change over the last few years, even decades. Organisations need to keep abreast with what is happening around them in order for them to reach their strategic targets. Over the past few years, many organisations realised that their most valuable assets are their employees and the knowledge that they possess. The main key to retaining employees is nested in a positive employment relationship. Current organisations, and more specifically mining organisations, are encountering great difficulty in maintaining a positive relationship with their employees; the numerous strikes bearing testimony to this. Some of these strikes lasted for long periods and one even ended in lives being lost. These days, many mining companies find themselves in escalating financial turmoil, due to human capital problems resulting in labour unrest and subsequent inoperativeness. Therefore, establishing and maintaining a positive employment relationship is of cardinal importance in recruiting and retaining quality employees who will give the organisation a competitive edge. One factor that contributes greatly to a positive employment relationship which is conducive towards promoting positive individual and organisational outcomes is the psychological contract. Fulfilment of the psychological contract where employers offer employees opportunities for personal growth, career advancement, and a supportive work environment will lead to employees experiencing job satisfaction, organisational citizenship behaviour and propensity to remain with the organisation. Violation of the psychological contract, however, will lead to discontent, resulting in increased turnover propensity. The way in which employees perceive their own employability might also have an effect on their decision whether or not to stay with the organisation that has violated their psychological contracts. The aim of the study was to investigate the role of the psychological contract and employability in a mining organisation and to determine the outcomes thereof. A quantitative approach was used to gather data. The questionnaires were distributed to employees (N = 205) across all levels within a mining organisation. The measuring instruments used were the Psychological Contract Inventory, Violations of Psychological Contract Questionnaire, Employability Scale, Job Satisfaction Scale, Organisational Citizenship Behaviour Scale and Turnover Intention Scale. Results in Article 1 (Chapter 2) showed that job satisfaction displayed a strong, positive relationship with psychological contract fulfilment and with organisational citizenship behaviour. Job dissatisfaction impacted turnover intention negatively. Furthermore, psychological contract fulfilment had an indirect positive impact on low turnover intention and organisational citizenship behaviour via job satisfaction. Article 2 (Chapter 3) showed that external employability displayed a strong, positive relationship with internal employability; whereas psychological contract violation had a significant positive relationship with turnover intention. It was further found that external employability moderated the relationship between psychological contract violation and turnover intention. / MCom (Labour Relations Management), North-West University, Vaal Triangle Campus, 2014

Globally competitive businesses have gone through a lot of change over the last few years, even decades. Organisations need to keep abreast with what is happening around them in order for them to reach their strategic targets. Over the past few years, many organisations realised that their most valuable assets are their employees and the knowledge that they possess. The main key to retaining employees is nested in a positive employment relationship. Current organisations, and more specifically mining organisations, are encountering great difficulty in maintaining a positive relationship with their employees; the numerous strikes bearing testimony to this. Some of these strikes lasted for long periods and one even ended in lives being lost. These days, many mining companies find themselves in escalating financial turmoil, due to human capital problems resulting in labour unrest and subsequent inoperativeness. Therefore, establishing and maintaining a positive employment relationship is of cardinal importance in recruiting and retaining quality employees who will give the organisation a competitive edge. One factor that contributes greatly to a positive employment relationship which is conducive towards promoting positive individual and organisational outcomes is the psychological contract. Fulfilment of the psychological contract where employers offer employees opportunities for personal growth, career advancement, and a supportive work environment will lead to employees experiencing job satisfaction, organisational citizenship behaviour and propensity to remain with the organisation. Violation of the psychological contract, however, will lead to discontent, resulting in increased turnover propensity. The way in which employees perceive their own employability might also have an effect on their decision whether or not to stay with the organisation that has violated their psychological contracts. The aim of the study was to investigate the role of the psychological contract and employability in a mining organisation and to determine the outcomes thereof. A quantitative approach was used to gather data. The questionnaires were distributed to employees (N = 205) across all levels within a mining organisation. The measuring instruments used were the Psychological Contract Inventory, Violations of Psychological Contract Questionnaire, Employability Scale, Job Satisfaction Scale, Organisational Citizenship Behaviour Scale and Turnover Intention Scale. Results in Article 1 (Chapter 2) showed that job satisfaction displayed a strong, positive relationship with psychological contract fulfilment and with organisational citizenship behaviour. Job dissatisfaction impacted turnover intention negatively. Furthermore, psychological contract fulfilment had an indirect positive impact on low turnover intention and organisational citizenship behaviour via job satisfaction. Article 2 (Chapter 3) showed that external employability displayed a strong, positive relationship with internal employability; whereas psychological contract violation had a significant positive relationship with turnover intention. It was further found that external employability moderated the relationship between psychological contract violation and turnover intention. / MCom (Labour Relations Management), North-West University, Vaal Triangle Campus, 2014

Denna studie undersöker relationen mellan psykologiska kontrakt och utbrändhet i syfte att utöka kunskapsområdet. Studiens genomfördes bland sjukvårdspersonal i Sveriges offentliga sektor och bestod av 43 kvinnor och nio män (N = 52). Psykologiska kontrakt avser outtalade och subjektiva förväntningar och skyldigheter mellan anställda och arbetsgivare. Kontraktet kan i sin tur brytas ner i tre separata kontraktstyper: transaktionella, relationella och ideologiska. Studien syftar till att identifiera sambanden mellan kontraktstyperna, psykologiska kontraktets uppfyllelse och upplevd utbrändhet. Genom en enkät mättes graden av deltagarnas kontraktstyper, kontraktets uppfyllelse samt arbetsrelaterade krav och resurser. Psykologiska kontraktstyperna verkar vara ett för smalt område att undersöka i relation till utbrändhet eftersom dessa inte visade på någon signifikant predicerbarhet. Resultatet visade däremot att bristande uppfyllelse av det sammanställda psykologiska kontraktet har ett signifikant samband med ökad utbrändhet, utöver krav och resurser. Korrelationsanalys med det psykologiska kontraktet och krav/resurser visar på resultat i liknelse med Job Demands-Resources. Trots att resurser har ett positivt samband med kontraktets uppfyllnad så verkar denna effekt inte vara lika stark som den negativa inverkan från krav. Arbetstempo och känslomässiga krav sticker ut som de starkast korrelerade variablerna och betonar vikten av att säkerställa ett hanterbart tempo samt att tillhandahålla hjälpmedel för att lindra den känslomässiga bördan av arbetet inom sjukvården. Studien understryker att både arbetsgivare och anställda måste adressera explicita och implicita förväntningar för att minska risken för utbrändhet. Att säkerställa en balans mellan arbetskrav och resurser, samt att uppfylla psykologiska kontrakt, är avgörande för att förbättra mental hälsa och arbetstillfredsställelse bland sjukvårdspersonal. / This study investigates the relationship between psychological contracts and burnout to widen the field. The study took place among healthcare workers in the Swedish public sector and consisted of 43 women and nine men (N = 52). Psychological contracts refer to the unspoken and subjective expectations and obligations between employees and employers. These contracts can be divided into three separate types: transactional, relational, and ideological. The study aims to identify the associations between these contract types, the fulfilment of psychological contracts, and perceived burnout. Through a survey, the participants' contract types, contract fulfilment, job demands and resources were measured. The psychological contract types seem to be too narrow an area to investigate in relation to burnout, as they did not show any significant predictability. However, the results indicated that the lack of fulfilment of the overall psychological contract has a significant association with increased burnout, beyond job demands and resources. Correlation analysis between psychological contracts and job demands/resources shows results similar to the Job Demands-Resources model. Although resources have a positive relationship with contract fulfilment, this effect does not appear to be as strong as the negative impact of demands. Work pace and emotional demands stand out as the most strongly correlated variables, emphasizing the need for ensuring a manageable pace and providing tools to ease the emotional burden of work in healthcare. The study highlights that both employers and employees must address explicit and implicit expectations to reduce the risk of burnout. Ensuring a balance between job demands and resources, as well as fulfilling psychological contracts, is crucial for improving mental health and job satisfaction among healthcare personnel.