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Employment Contracts, Psychological Contracts, and Employee Well-BeingAn International Study$
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David E. Guest, Kerstin Isaksson, and Hans De Witte

Print publication date: 2010

Print ISBN-13: 9780199542697

Published to Oxford Scholarship Online: September 2010

DOI: 10.1093/acprof:oso/9780199542697.001.0001

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Causes and Consequences of the Psychological Contract

Causes and Consequences of the Psychological Contract

Chapter:
(p.121) 6 Causes and Consequences of the Psychological Contract
Source:
Employment Contracts, Psychological Contracts, and Employee Well-Being
Author(s):

David E. Guest (Contributor Webpage)

Michael Clinton

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199542697.003.0006

The main exploration of the impact of the psychological contract is reported in this chapter. It outlines the determinants of the psychological contract, taking into account factors at the individual, organizational, sector and country levels. The results show that, even after taking all these factors into account, temporary workers still report a more positive psychological contract. Turning to the consequences, we had hypothesised that the psychological contract would mediate the relationship between employment contracts and outcomes such as well‐being and performance. There is some evidence of mediation but it is often only partial mediation and even after taking into account the psychological contract, there is still evidence that temporary workers report more positive outcomes than those on permanent contracts.

Keywords:   psychological contract, violation, mediation, well‐being, work behaviour

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