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Title: The implied contracts. Nurses experience of psychological contracts.          The purpose of the study was to investigate nurses experience of the psychological contract. An inductive thematic analysis was used where nine semi-structured were conducted with nurses at a hospital in Sweden. The study resulted in six main themes: Clear tasks, Content of the employment relationship, The role of communication, Well-being, Responsiveness and Lack of resources. The working days were regulated by the employment contract, but extra tasks may appear and those were regulated by the psychological contract. The nurses’ expectations in their employment were honesty, responsiveness, and a knowledgeable manager. The communication with the manager was perceived as good, but previous experiences show poor communication. Good well-being in the nurses’ department contributed to the nurses staying, despite considerations about changing employee. They have experienced breach of contract, such as lack of feedback, responsiveness, and broken promises from the employer. They expected more resources such as education and salary. The study can contribute to understand nurturing nurses’ psychological contracts for a functioning employment.

Tourism and hospitality play a crucial role in the growth of the Thai economy and hoteliers need to consider how to retain their talented employees. The major output of tourism and hospitality is service and this is most critically driven by the human capital of the organisation and supported by human resource practices. This study examined workforce expectations and experiences of work relationships, job security, WLB, pay and remuneration, PM systems, career promotion, training and development and challenging job roles in luxury five-star hotels in Thailand. It employs a multi-method research design using a pragmatic lens, mixed methods and sequential explanatory design through a survey of 578 respondents, followed by 62 semi-structured interviews, the study shows that national chain hotels are more willing and better able to adapt their HR practices initiatives to local conditions when compared to local and international chain hotels. Thai hotel employees emphasise harmonious social relations and a physical closeness to be taken care of by their supervisors and management team like family members. They are increasingly aware of the need for bundles of HR practices and managers therefore need to understand their workforce and the need to incorporate more flexibility in their working practices as part of a brandconsistent system. Finally, managers need to consider the relational psychological contract of the workforce and understand workforce commitment and how this relates to the broader strategy of the organisation.

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[pt] Para atender a necessidade de se tornarem mais competitivas, as organizações passaram a adotar sistemas de trabalho de alta performance, com vistas a aumentar o envolvimento dos trabalhadores no processo produtivo. Neste modelo, a gestão e a organização do trabalho são centradas em trabalhadores altamente qualificados, engajados e com autonomia, e os resultados são atingidos através do desenvolvimento de uma força de trabalho mais motivada e comprometida. Todavia, esse sistema produz, também, um processo de intensificação do trabalho, que pode trazer impactos negativos sobre a força de trabalho. Apesar dessa possibilidade, nota-se que as empresas ditas de alta performance tendem a ser bastante atraentes para os profissionais, que muitas vezes disputam suas vagas em processos seletivos concorridos. Essa constatação motivou a realização do presente trabalho, que teve como objetivo analisar as bases do contrato psicológico acordado entre indivíduos e empresas reconhecidas pelo mercado por adotarem as práticas de trabalho de alta performance, pela perspectiva de profissionais da área de recursos humanos destas empresas. Os resultados permitiram identificar os acordos criados entre profissionais e organizações de alta performance, sugerindo que estas empresas oferecem oportunidades de crescimento na carreira e a possibilidade de um aprendizado intenso associado à autonomia e responsabilidade. Em troca, esperam que seus funcionários sejam flexíveis, multifuncionais, tenham uma dedicação incondicional aos resultados da empresa e sejam capazes de trabalhar num cenário de intensificação do trabalho, onde a qualidade de vida é algo que deve ser deixada em segundo plano. / [en] To meet the need of becoming more competitive, organizations have adopted systems of high-performance work, aimed at increasing employee involvement in the production process. In this model, management and work organization are focused on highly skilled, engaged and autonomous employees, and the results are achieved through the development of a more motivated and committed workforce. However, this system produces a process of intensification of work also, which may bring negative impacts on the workforce. Despite this possibility, we note that the so-called high-performance companies tend to be quite attractive to professionals, who often compete for jobs in their crowded selection processes. This finding motivated the present study, which aimed to analyze the foundations of the psychological contract agreed between individuals and companies recognized by the market by adopting the high-performance work practices, from the perspective of human resources professionals from these companies. The results have allowed identifying the established agreements between professionals and high performance organizations, suggesting that these companies offer opportunities for career growth and the possibility of an intense learning associated with autonomy and responsibility. In return, they expect their employees to be flexible, multifunctional, have an unconditional dedication to the company s results and be able to work against a intensifying work backdrop, where life balance is something that should be left in the background.

This paper studies managerial behavior in inter-firm supply chain relationships. I first answer two questions: When a firm outsources to a 3PL, a firm that provide multiple logistics services for use by customers, what is the impact on the managerial functions that the outsourcing firm carries out on an ongoing basis? How do the managerial functions impact the relationship of managerial competence on supply chain performance? These questions are answered via the examination of a sample of companies operating in the US and international markets who purchase services from 3PL providers. I find that the ongoing management of outsourcing partially mediates the relationship of managerial competence on supply chain performance. The higher the managerial competence, the less time spent managing established outsourcing relationships. This negative association holds, whether the firm does or does not employ the services of a 4PL, a firm that organizes 3rd party logistics providers. This study also finds that of the managerial functions of planning, coordinating, leading, educating, and monitoring, that only monitoring is significant with respect to managerial competence levels. Managerial units with moderate or high competence levels are about two times as likely to monitor their relationships with their 3PL providers, as managerial units with lower competence levels. Supply chain managers concentrate their monitoring efforts on client/provider relationships, based upon their view of these relationships. The managerial units with moderate or high competence levels are two times as likely to monitor when they have a least favorable view, as opposed to when they have a moderate or more favorable view. The supply chain managers who measure lower in competence make no such adjustment in time spent monitoring their client's performance, regardless of their view of the client/provider relationships. The findings just discussed spurred two additional studies in which I explore and test the importance of trust in collaborative supply chain relationships (CSCRs). The first is done via 19 semi-structured interviews with supply chain managers, while the second utilizes 50 surveys. Particular attention was paid to assessing only those managers in collaborative, as opposed to arms-length relationships. From the results of the interviews I provide a taxonomy for understanding trust signals in new CSCRs. I also obtain a number of thick descriptions for understanding what constitutes psychological contract breach (PCB), the operational and relational expectations of the customer in the collaboration, and a contemporary view of the goals of supply chain collaboration. These results were incorporated into the scales utilized in the survey research and have been validated. In each of the two studies, I carry out hypothesis testing, which reveals that initial trust is important to decrease feelings of psychological contract breach, whether the respondent is the customer or the supplier to the relationship. However, in one case PCB is felt more strongly when the respondent speaks of his collaborative supplier for all levels of initial trust. In the other, it is felt more strongly in reference to the customer, given higher levels of initial trust. Once PCB has occurred, meeting operational expectations alone is not sufficient to instill feelings of goal achievement; meeting relational expectations is also required. Continuing on with PCB, I find that its magnitude and established trust are important factors in the extension of continued trust and future collaborative intentions. For all magnitudes of PCB, the higher the established trust, the higher the subsequent trust up to a tipping point, at which point trust diminishes. Intentions to remain in the collaborative relationship, additionally, are subject to a tipping point. Last but not least, I establish an association between the importance of trust and the just distribution of rewards. By examining the payoff structures of actual supply chain collaborations, however, I find that rewards are not always shared equally. My research makes a unique internally-focused contribution to the literature. It looks at a firm's supply chain managerial unit as a driver of firm performance in outsourcing relationships. Additionally, it looks at the process the managerial units goes through in extending initial trust to a collaborative partner, how it moves beyond any psychological contract breaches that might occur, and the rewards the collaborative partner receives as an outcome of the collaborative effort. / Business Administration/Marketing

Organisations worldwide are experiencing an explosion of knowledge in the current technological information age as well as a serious skills shortage. The fast-paced aggressive and highly cyclical nature of the profession which often does not provide employees with the necessary resources and support causes employees in the information technology (IT) industry to show high turnover intent which is extremely costly and detrimental to organisational success. IT specialists are becoming a scarce commodity in a highly competitive environment where financial gain is very important and employee well-being is not necessarily a prerogative. Employers are faced with additional obligations than just paying equitable salaries, such as creating an environment that is conducive towards well-being. Efforts to promote flourishing and optimal functioning of employees will affect individual and organisational outcomes. Flourishing and languishing are opposite end points on a continuum of mental health indicating the emotional, psychological and social well-being of individuals. An individual who feels well (emotional well-being) is more likely to function well (psychological and social well-being) which means meeting the criteria for positive mental health as flourishing. Investments in the well-being of employees lay the basis for positive employment relations. The aim of this study was to investigate the flourishing of employees in the information technology industry and to determine the antecedents and outcomes thereof. A cross-sectional survey design was used to gather data regarding the flourishing of IT professionals and its outcomes. A convenience sample (N = 205) was taken of employees in information technology organisations in South Africa. The measuring instruments used were the Mental Health Continuum Short Form, Job Satisfaction Scale, Work Engagement Scale, Work-related Basic Need Satisfaction Scale, Work Role Fit Scale, Psychological Contract Inventory, Violations of PC Questionnaire, Organisational Commitment Scale, Turnover Intention Scale and Counterproductive Work Behaviour measures. The results of study 1 showed that 58.5% of the IT professionals were neither languishing nor flourishing, while 3.9% were languishing. Flourishing strongly impacted job satisfaction and had minor to moderate direct and indirect effects on organisational citizenship behaviour and organisational commitment. Job satisfaction impacted directly and positively on organisational commitment and negatively on turnover intention; and moderately negatively on counterproductive behaviour. Flourishing had both a direct and positive effect, and an indirect and negative effect (via organisational commitment) on turnover intention. Study 2 showed that psychological contract breach and violation strongly and negatively impacted flourishing at work and in life. The results provided support for a model in which psychological contract breach and violation had both direct and indirect effects via satisfaction of psychological needs on job satisfaction, work engagement, turnover intention and flourishing of IT professionals. Study 3 showed that work role fit and the availability of resources were strong predictors of flourishing at work and in life. Work role fit, the availability of resources, and supervisor relations impacted job satisfaction and social well-being indirectly through autonomy satisfaction. The availability of resources impacted work engagement and psychological well-being indirectly via competence satisfaction. Furthermore, work role fit, the availability of resources, and supervisor relations impacted psychological well-being indirectly through relatedness. Recommendations for future research were made. / PhD, Labour relations management, North-West University, Vaal Triangle Campus, 2012

Au cours de la dernière décennie, les changements observés sur le marché amènent les organisations à améliorer leurs conditions de travail afin d’être en mesure d’attirer et de retenir des travailleurs performants. Les PRH n’y font pas exception. En effet, les PRH présentent des attentes bien précises et développent un contrat psychologique qui leur est propre. Cette recherche porte sur l’intention de quitter des PRH. Plus précisément, elle vise à identifier à travers la théorie du contrat psychologique, les conditions d’emploi et d’exercice de la profession qui, lorsqu’elles ne sont pas respectées, influencent positivement l’intention de quitter des PRH. Il ressort de nos analyses statistiques que la violation du contrat psychologique, notamment des conditions d’emploi et des conditions d’exercice de la profession, influence positivement l’intention de quitter des PRH. Nos analyses nous ont permis d’identifier les différentes conditions d’emploi et d’exercice de la profession qui ont une influence sur l’intention de quitter des PRH. En ce qui concerne les conditions d’emploi, il s’agit de celles reliées au développement de carrière, à l’atmosphère au travail et au contenu de l’emploi. Du côté des conditions d’exercice de la profession, il s’agit du rôle d’agent de changement et de partenaires d’affaires qui ont une influence positive, tandis que le rôle d’expert fonctionnel influence négativement les intentions de quitter des PRH. Nos analyses mettent en évidence l’importance du respect des conditions d’emploi comparativement à celles associées aux conditions d’exercice de la profession. En effet, on constate que les trois conditions d’emploi qui ont une influence positive sur les intentions de quitter des PRH peuvent, sans contredit, être associées au développement professionnel, une valeur importante chez les PRH. / During the last decade, many changes have been observed in the labor markets which have lead organizations to review their work conditions. By improving the work environment, organizations have been able to attract and retain good workers. Human resource professionals (HRP) are not an exception. Indeed, HRP have specific expectations, they also develop their own psychological contract. This research attempts to understand the intent to quit of a HRP. Specifically, this research seeks to identify the conditions of employment and of professional practice through the theory of psychological contracts. When these conditions are not met, they positively influence the intent to quit of a HRP. According to our statistical analyses, psychological contract breach of the conditions of employment and of the conditions of professional practice positively influences the intent to quit of a HRP. More specifically, the conditions of employment which influence the intent to quit of a HRP are related to career development, social atmosphere and job content. Moreover, the role of a change agent and a strategic partner are the conditions of professional practice that influence negatively the intent to quit of a HRP. However, the role of an administrative expert influences positively the intent to quit of a HRP. Finally, our analysis highlights the importance of respecting the conditions of employment compared to those associated to the conditions of professional practice. Indeed, we find that the breach of three conditions of employment that have a positive influence on the intent to quit of a PRH can be associated to career development, which is a value that is more and more important for a PRH in current times.

Au cours de la dernière décennie, les changements observés sur le marché amènent les organisations à améliorer leurs conditions de travail afin d’être en mesure d’attirer et de retenir des travailleurs performants. Les PRH n’y font pas exception. En effet, les PRH présentent des attentes bien précises et développent un contrat psychologique qui leur est propre. Cette recherche porte sur l’intention de quitter des PRH. Plus précisément, elle vise à identifier à travers la théorie du contrat psychologique, les conditions d’emploi et d’exercice de la profession qui, lorsqu’elles ne sont pas respectées, influencent positivement l’intention de quitter des PRH. Il ressort de nos analyses statistiques que la violation du contrat psychologique, notamment des conditions d’emploi et des conditions d’exercice de la profession, influence positivement l’intention de quitter des PRH. Nos analyses nous ont permis d’identifier les différentes conditions d’emploi et d’exercice de la profession qui ont une influence sur l’intention de quitter des PRH. En ce qui concerne les conditions d’emploi, il s’agit de celles reliées au développement de carrière, à l’atmosphère au travail et au contenu de l’emploi. Du côté des conditions d’exercice de la profession, il s’agit du rôle d’agent de changement et de partenaires d’affaires qui ont une influence positive, tandis que le rôle d’expert fonctionnel influence négativement les intentions de quitter des PRH. Nos analyses mettent en évidence l’importance du respect des conditions d’emploi comparativement à celles associées aux conditions d’exercice de la profession. En effet, on constate que les trois conditions d’emploi qui ont une influence positive sur les intentions de quitter des PRH peuvent, sans contredit, être associées au développement professionnel, une valeur importante chez les PRH. / During the last decade, many changes have been observed in the labor markets which have lead organizations to review their work conditions. By improving the work environment, organizations have been able to attract and retain good workers. Human resource professionals (HRP) are not an exception. Indeed, HRP have specific expectations, they also develop their own psychological contract. This research attempts to understand the intent to quit of a HRP. Specifically, this research seeks to identify the conditions of employment and of professional practice through the theory of psychological contracts. When these conditions are not met, they positively influence the intent to quit of a HRP. According to our statistical analyses, psychological contract breach of the conditions of employment and of the conditions of professional practice positively influences the intent to quit of a HRP. More specifically, the conditions of employment which influence the intent to quit of a HRP are related to career development, social atmosphere and job content. Moreover, the role of a change agent and a strategic partner are the conditions of professional practice that influence negatively the intent to quit of a HRP. However, the role of an administrative expert influences positively the intent to quit of a HRP. Finally, our analysis highlights the importance of respecting the conditions of employment compared to those associated to the conditions of professional practice. Indeed, we find that the breach of three conditions of employment that have a positive influence on the intent to quit of a PRH can be associated to career development, which is a value that is more and more important for a PRH in current times.

Organisations worldwide are experiencing an explosion of knowledge in the current technological information age as well as a serious skills shortage. The fast-paced aggressive and highly cyclical nature of the profession which often does not provide employees with the necessary resources and support causes employees in the information technology (IT) industry to show high turnover intent which is extremely costly and detrimental to organisational success. IT specialists are becoming a scarce commodity in a highly competitive environment where financial gain is very important and employee well-being is not necessarily a prerogative. Employers are faced with additional obligations than just paying equitable salaries, such as creating an environment that is conducive towards well-being. Efforts to promote flourishing and optimal functioning of employees will affect individual and organisational outcomes. Flourishing and languishing are opposite end points on a continuum of mental health indicating the emotional, psychological and social well-being of individuals. An individual who feels well (emotional well-being) is more likely to function well (psychological and social well-being) which means meeting the criteria for positive mental health as flourishing. Investments in the well-being of employees lay the basis for positive employment relations. The aim of this study was to investigate the flourishing of employees in the information technology industry and to determine the antecedents and outcomes thereof. A cross-sectional survey design was used to gather data regarding the flourishing of IT professionals and its outcomes. A convenience sample (N = 205) was taken of employees in information technology organisations in South Africa. The measuring instruments used were the Mental Health Continuum Short Form, Job Satisfaction Scale, Work Engagement Scale, Work-related Basic Need Satisfaction Scale, Work Role Fit Scale, Psychological Contract Inventory, Violations of PC Questionnaire, Organisational Commitment Scale, Turnover Intention Scale and Counterproductive Work Behaviour measures. The results of study 1 showed that 58.5% of the IT professionals were neither languishing nor flourishing, while 3.9% were languishing. Flourishing strongly impacted job satisfaction and had minor to moderate direct and indirect effects on organisational citizenship behaviour and organisational commitment. Job satisfaction impacted directly and positively on organisational commitment and negatively on turnover intention; and moderately negatively on counterproductive behaviour. Flourishing had both a direct and positive effect, and an indirect and negative effect (via organisational commitment) on turnover intention. Study 2 showed that psychological contract breach and violation strongly and negatively impacted flourishing at work and in life. The results provided support for a model in which psychological contract breach and violation had both direct and indirect effects via satisfaction of psychological needs on job satisfaction, work engagement, turnover intention and flourishing of IT professionals. Study 3 showed that work role fit and the availability of resources were strong predictors of flourishing at work and in life. Work role fit, the availability of resources, and supervisor relations impacted job satisfaction and social well-being indirectly through autonomy satisfaction. The availability of resources impacted work engagement and psychological well-being indirectly via competence satisfaction. Furthermore, work role fit, the availability of resources, and supervisor relations impacted psychological well-being indirectly through relatedness. Recommendations for future research were made. / PhD, Labour relations management, North-West University, Vaal Triangle Campus, 2012