Dominican University

A Social Exchange Model of Psychological Contract Fulfillment: Where Do Promises, Expectations, LMX, and POS Fit In?

A Social Exchange Model of Psychological Contract Fulfillment: Where Do Promises, Expectations, LMX, and POS Fit In?

dc.contributor.author Chaudhry, Anjali
dc.contributor.author Tekleab, Amanuel G. (Wayne State University)
dc.date.accessioned 2016-05-31T17:32:40Z
dc.date.available 2016-05-31T17:32:40Z
dc.date.issued 2013
dc.identifier.other BDS en_US
dc.identifier.uri http://hdl.handle.net/10969/1039
dc.description.abstract We investigated psychological contract (PC) fulfillment using the three building blocks of the social exchange theory: content of the exchange, parties to the exchange, and the process of the exchange. Results from two studies demonstrate that PC fulfillment is related to different outcomes depending on fulfillment conceptualized in terms of promises as opposed to expectations. Expectations fulfillment is a stronger predictor of affective commitment, whereas promises fulfillment is a stronger predictor of turnover. Additionally, we tested hypotheses to examine the multisource effects of PC fulfillment. PC fulfillment by the supervisor and by the organization highlighted the relationship between PC fulfillment, leader–member exchange (LMX), and perceived organizational support (POS). Findings suggest that expectations fulfillment results in higher LMX when the source of fulfillment is perceived to be the manager and expectations fulfillment is related to higher POS when the organization is deemed as the source of PC fulfillment. The results were not significant for promises fulfillment. en_US
dc.subject.other psychological contract fulfillment en_US
dc.subject.other expectations en_US
dc.subject.other turnover en_US
dc.subject.other LMX en_US
dc.subject.other POS en_US
dc.title A Social Exchange Model of Psychological Contract Fulfillment: Where Do Promises, Expectations, LMX, and POS Fit In? en_US
dc.description.version Article originally published in Organization Management Journal 10(3), 2013, p. 158-171. DOI: 10.1080/15416518.2013.831701 en_US

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