A dynamic phase model of psychological contract processes

2018 ◽  
Vol 39 (9) ◽  
pp. 1081-1098 ◽  
Author(s):  
Denise M. Rousseau ◽  
Samantha D. Hansen ◽  
Maria Tomprou
Keyword(s):  
Psychological Contract ◽  
Phase Model ◽  
Dynamic Phase

Leadership and member voice in action teams: Test of a dynamic phase model.

2018 ◽  
Vol 103 (1) ◽  
pp. 97-110 ◽  
Author(s):  
Crystal I. C. Farh ◽  
Gilad Chen
Keyword(s):  
Phase Model ◽  
Dynamic Phase

Development of a Dynamic Phase Model of Clinical Supervision Relationships

2008 ◽  
Author(s):  
Christopher Bedford ◽  
Patricia McCarthy Veach ◽  
Ian Macfarlane
Keyword(s):  
Clinical Supervision ◽  
Phase Model ◽  
Dynamic Phase ◽  
Supervision Relationships

The risk of burnout: A dynamic phase model

2000 ◽  
Vol 5 (3) ◽  
pp. 203-214
Author(s):  
PATRIZIA ROZBOWSKY ◽  
ARIANNA SEMERARO ◽  
SARA CERVAI ◽  
DARIO GREGORI ◽  
PIER GIORGIO GABASSI
Keyword(s):  
Phase Model ◽  
Dynamic Phase

scholarly journals Dynamic phase diagram for the quantum phase model

2013 ◽  
Vol 87 (6) ◽  
Author(s):  
P. Buonsante ◽  
L. Orefice ◽  
A. Smerzi
Keyword(s):  
Phase Diagram ◽  
Quantum Phase ◽  
Phase Model ◽  
Dynamic Phase

Psychological Contract Fulfillment and Employee Responses to Pay System Change

2017 ◽  
Vol 16 (4) ◽  
pp. 172-185 ◽  
Author(s):  
Christine J. Syrek ◽  
Conny H. Antoni
Keyword(s):  
Transformational Leadership ◽  
Psychological Contract ◽  
Pay For Performance ◽  
Psychological Contracts ◽  
Change Processes ◽  
Affective Organizational Commitment ◽  
Before And After ◽  
Psychological Contract Fulfillment ◽  
Pay System ◽  
Employee Responses

Abstract. The implementation of a new pay system is a balancing act that produces uncertainty and draws employees’ attention to the fulfillment of exchange agreements. Transformational leadership may be essential during these change processes. Based on psychological contract theory, we expected that transformational leadership impacts job satisfaction and affective organizational commitment through the fulfillment of relational psychological contracts, while the fulfillment of transactional psychological contracts may be crucial for employees’ pay and bonus satisfaction. We assessed 143 employees nested within 34 teams before and after (24 months) a pay for performance (pfp) system was introduced. Our results supported the mediation hypotheses considering job and pay satisfaction, but not considering commitment. Unexpectedly, the effect on bonus satisfaction was mediated via relational psychological contracts.

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