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Middle Managers and the Employee Psychological Contract: Agency, Protection and Advancement

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  • Jerry Hallier
  • Philip James

Abstract

This paper investigates the construction and enactment of the employee psychological contract by a sample of middle‐level line and personnel managers responsible for introducing job change in the air traffic control sector. We show how middle managers' concerns with fulfilling their own contractual commitments to senior management are perceived to conflict with meeting obligations to subordinates under the employment agreement. Thus, we illustrate our main argument that middle managers who are exposed to more exacting performance demands and controls do not simply subordinate employee concerns to their own interests. They seek to disguise the presence and outcomes of employee disaffection and to manipulate the impressions of senior management. We conclude that far from increasing individual accountability at middle levels such stringent controls may yield interpersonal rivalry, lower standards of employee treatment and the subversion of corporate aims.

Suggested Citation

  • Jerry Hallier & Philip James, 1997. "Middle Managers and the Employee Psychological Contract: Agency, Protection and Advancement," Journal of Management Studies, Wiley Blackwell, vol. 34(5), pages 703-728, September.
  • Handle: RePEc:bla:jomstd:v:34:y:1997:i:5:p:703-728
    DOI: 10.1111/1467-6486.00069
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    Cited by:

    1. Scott, Susan V. & Walsham, Geoff, 1999. "Shifting boundaries and new technologies: A case study in the UK banking sector," LSE Research Online Documents on Economics 37870, London School of Economics and Political Science, LSE Library.
    2. Coyle-Shapiro, Jacqueline A-M. & Shore, Lynn M, 2007. "The employee-organization relationship: where do we go from here?," LSE Research Online Documents on Economics 4887, London School of Economics and Political Science, LSE Library.
    3. Scott, Susan V. & Walsham, Geoff, 2002. "Banking on trust: managing reputation risk in financial service organizations," LSE Research Online Documents on Economics 33902, London School of Economics and Political Science, LSE Library.
    4. Singhapakdi, Anusorn & Lee, Dong-Jin & Sirgy, M. Joseph & Senasu, Kalayanee, 2015. "The impact of incongruity between an organization's CSR orientation and its employees' CSR orientation on employees' quality of work life," Journal of Business Research, Elsevier, vol. 68(1), pages 60-66.
    5. Sally Sambrook & Delia Wainwright, 2010. "The Psychological Contract: Who's Contracting with Whom? Towards a Conceptual Model," Working Papers 10013, Bangor Business School, Prifysgol Bangor University (Cymru / Wales).
    6. Scott, Susan V., 1999. "IT-enabled credit risk modernization: a revolution under the cloak of normality," LSE Research Online Documents on Economics 37871, London School of Economics and Political Science, LSE Library.

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