Newcomers' perceptions of their contract or deal with their employer have an important impact on their commitment and performance and on their willingness to stay with the company for a longer time period. The development of a positively experienced psychological contract between employer and employee is therefore of crucial importance for the retention of motivated and productive employees. In this research project we have focused on the antecedents and the development of the psychological contract among organizational newcomers during their first year of employment. More specifically, two research questions were answered: (1) What is the relationship between newcomers' individual characteristics and the content and features of their psychological contracts at organizational entry?, and (2) How does the development of newcomers' psychological contracts take place during the socialization process? In order to answer both questions, a longitudinal survey-research has been conducted among a panel of 1361 newcomers from eight organizations. The time span of the study involved the socialization process, i.e. the first year after organizational entry. During this period, data were collected at four points in time: at entry, 4 weeks after entry, 3 months, 6 months and 12 months after entry. Results show that newcomers differ in their initial perceptions about the promises they have exchanged with their employer (e.g. promises relating to their career development, job content, flexibility and ethical behavior) and that these differences can be explained by the type of work values newcomers try to attain during their careers, by their career strategy, their feelings of control over their career and by their orientation towards exchange relationships. During the first year after entry, significant changes in newcomers' perceptions of promises take place. Analyses show that these changes can be explained by newcomers' intermediate evaluations of the fulfillment of these promises and by their actual experiences within the organization. Moreover, the results show that newcomers who more actively search for information about their psychological contract make up a more positive evaluation of their employment relationship at the end of the socialization process. Together these results provide more insight into the idiosyncratic and dynamic nature of the psychological contract. They are a first empirical contribution to the literature on psychological contract development during the initial stages of the employment relationship.
Dewettinck, Koen; De Vos, Ans; van Ameijde, Maaike; Buyens, Dirk (2007)
TapCorp is a Belgian company which over the past decennia has grown from a small family-owned business to an international holding active in manufacturing high-quality floor and wall coverings. TapCorp currently employs 3.670 employees and realises a turnover of 635 million euros. At a strategic level, TapCorp follows a strategy of cost leadership and scale enlargement. This is reflected in the organisational structure and culture. The TapCorp culture is characterised by 'no-nonsense', efficiency and a strong focus on performance. In the past, human resource management (HRM) within the organisation was seen as the responsibility of line management. There were no coherent policies and personnel matters tended to be considered as having less priority. In the mid-nineties, management started to realise that stronger attention to human potential within the organisation was necessary. The human factor came to be considered as crucial for good strategy-development, creative product development and increasing turnover figures. This lead the top management to hire an HR manager. During his first years within TapCorp his major tasks were streamlining the recruitment and selection process and the organisation of training. The problem TapCorp is currently confronted with is the difficult path for employees to the general management level. The focus on performance and a lack of policies towards high potential makes it difficult to fill vacancies at a general management level by internal candidates. There is an urgent need to change this situation in order to ensure the organisation's continuity.
The export option will allow you to export the current search results of the entered query to a file. Different
formats are available for download. To export the items, click on the button corresponding with the preferred download format.
By default, clicking on the export buttons will result in a download of the allowed maximum amount of items.
To select a subset of the search results, click "Selective Export" button and make a selection of the items you want to export.
The amount of items that can be exported at once is similarly restricted as the full export.
After making a selection, click one of the export format buttons. The amount of items that will be exported is indicated in the bubble next to export format.