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New pay in European civil services:is the psychological contract changing?
11 references·7 citing·45 second hop
New pay in European civil services:is the psychological contract changing? (2006)New pay in European civil services:is the…Paying for Performance: An International Comparison (2003)Paying for Performance: An In…Multiple Types of Psychological Contracts: A Six-cluster Solution (2003)Multiple Types of Psychologic…Collective bargaining in public services (2003)Collective bargaining in publ…Civil services in the Europe of fifteen : trends and new developments (2001)Civil services in the Europe …The management strategies of public service employers in Europe (2000)The management strategies of …The psychological contract in retrospect and prospect (1998)The psychological contract in…Managing the changing psychological contract (1996)Managing the changing psychol…The New Pay (1995)The New PayFrom job‐based to competency‐based organizations (1994)From job‐based to competency‐…The New Pay: Linking Employee and Organizational Performance (1992)The New Pay: Linking Employee…A PUBLIC MANAGEMENT FOR ALL SEASONS? (1991)A PUBLIC MANAGEMENT FOR ALL S…The right thing to do or the smart thing to do? How communicating moral or business motives for diversity affects the employment image of Dutch public and private sector organizations (2021)The right thing to do or the …Confronting Pension Reform: Public Employees’ Psychological Contract Breach, Negative Perception, Regret, and the Moderating Role of PSM (2021)Confronting Pension Reform: P…An Institutional Perspective on Public Services (2021)An Institutional Perspective …Motivational Incentives of Civil Servants in Lithuanian Municipalities (2018)Motivational Incentives of Ci…Developing customer-focused public sector reward schemes (2013)Developing customer-focused p…Organizational Readiness for Performance-Related Pay: Focus on Government of India Employees (2010)Organizational Readiness for …Comparing Private and Public Sector Employees' Psychological Contracts (2010)Comparing Private and Public …Social Choice and Individual Values. 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(1997)Developing competency models to promote integrated human resource practices (2002)Design Principles for Competence Management Systems: A Synthesis of an Action Research Study1 (2004)The Core Competence of the Corporation (2006)CHANGING OBLIGATIONS AND THE PSYCHOLOGICAL CONTRACT: A LONGITUDINAL STUDY. (1994)WHEN EMPLOYEES FEEL BETRAYED: A MODEL OF HOW PSYCHOLOGICAL CONTRACT VIOLATION DEVELOPS (1997)Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements. (1998)The impact of job insecurity and contract type on attitudes, well‐being and behavioural reports: A psychological contract perspective (2006)The psychological contract: A critical review (2006)Psychological contract breach and job attitudes: A meta-analysis of age as a moderator (2007)Exchange and Power in Social Life. (1965)Scale Development : Theory and Applications (1991)Assessing the nature of psychological contracts: a validation of six dimensions (2004)How job characteristics relate to need satisfaction and autonomous motivation: implications for work effort (2013)Exchange and Power in Social Life (2017)Working on my own: Measuring the challenges of gig work (2021)The Proverbs of Total Quality Management: Recharting the Path to Quality Improvement in the Public Sector (1992)Group Pay-For-Performance Plans: The Role of Spontaneous Goal Setting (2000)Teamwork productivity & effectiveness in an organization base on rewards, leadership, training, goals, wage, size, motivation, measurement and information technology (2011)Congruence Between Pay Policy and Competitive Strategy in High-Performing Firms (1996)Employee Perceptions of the Fairness of Work Group Incentive Pay Plans (1998)The dimensionality and determinants of pay satisfaction: a cross-cultural investigation of a group incentive plan (2003)Exploring the relationship between HR and middle managers (2001)Paying the piper: choice and constraint in changing HR functional roles (2002)The role of regulatory and temporal context in the construction of diversity discourses: The case of the UK, France and Germany (2012)Payment Schemes and Gender in Germany (2002)Performance Appraisal Systems: Determinants and Change (2005)Performance Pay and Job Satisfaction (2006)The Europeanisation of national political systems: Parliaments and executives (2008)Sustainability of Civil Service Reforms in Central and Eastern Europe Five Years After EU Accession (2009)The Durability of EU Civil Service Policy in Central and Eastern Europe after Accession (2011)
this work references cited by second hop

References

  • 1991A PUBLIC MANAGEMENT FOR ALL SEASONS?9,822 cited
  • 1994From job‐based to competency‐based organizations536 cited
  • 1998The psychological contract in retrospect and prospect508 cited
  • 2003Multiple Types of Psychological Contracts: A Six-cluster Solution187 cited
  • 1995The New Pay125 cited
  • 1996Managing the changing psychological contract113 cited
  • 2003Paying for Performance: An International Comparison97 cited
  • 1992The New Pay: Linking Employee and Organizational Performance85 cited
  • 2000The management strategies of public service employers in Europe76 cited
  • 2001Civil services in the Europe of fifteen : trends and new developments51 cited
  • 2003Collective bargaining in public services26 cited

Cited by

  • 2010Comparing Private and Public Sector Employees' Psychological Contracts49 cited
  • 2021The right thing to do or the smart thing to do? How communicating moral or business motives for diversity affects the employment image of Dutch public and private sector organizations37 cited
  • 2018Motivational Incentives of Civil Servants in Lithuanian Municipalities16 cited
  • 2021Confronting Pension Reform: Public Employees’ Psychological Contract Breach, Negative Perception, Regret, and the Moderating Role of PSM

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13 cited
  • 2013Developing customer-focused public sector reward schemes12 cited
  • 2021An Institutional Perspective on Public Services6 cited
  • 2010Organizational Readiness for Performance-Related Pay: Focus on Government of India Employees4 cited