Psychological Contracts and Their Implications for Job Outcomes: A Social Exchange View

Sabine Pohl · Françoise Bertrand · Christina Ergen

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Job Satisfaction and Organizational Behavior Employee Performance and Management Higher Education and Employability

Abstract

This article explores the relationship between on the 1 hand psychological contract fulfilment and affective commitment and on the other hand, normative commitment and job satisfaction. We hypothesized that the perceived supervisor support (PSS) and the perceived organizational support (POS) mediate the relationship between the fulfilment of the psychological contract, commitment and job satisfaction. The sample consists in 337 soldiers in training. In order to test our model, we used 3 measures of psychological contract fulfilment (economic, socioemotional and developmental), PSS and POS measures as well as attitudes. Results show that the developmental psychological contract is related to affective and normative organizational commitment and job satisfaction whereas socioemotional fulfilment is unrelated to affective commitment. Psychological contract fulfilment has a greater impact on normative commitment than affective commitment. Results show also that only PSS plays a mediating role in psychological contract processes. Several implications emerge from this study. First, in a military context, it is important to strengthen the developmental psychological contract. Second, it is essential for organizations to place greater emphasis on encouraging supervisors to establish healthy working relationships with newcomers.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.2017Exchange and Power in Social Life 1965Exchange and Power in Social Life.2004Confidence Limits for the Indirect Effect: Distribution of the Product and Resampling Methods 2002Perceived organizational support: A review of the literature.1986Perceived organizational support.2017Perceived Organizational Support 1997PERCEIVED ORGANIZATIONAL SUPPORT AND LEADER-MEMBER EXCHANGE: A SOCIAL EXCHANGE PERSPECTIVE.

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