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In Search of Outcomes of a Psychological Contract in Public Organisation

Author

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  • Bera Agata

    (Jagiellonian University, Cracow, Poland)

Abstract

Background Sustainable development of employees is based primarily on practices oriented towards caring for the relationship between the employer and employee. In this approach, the employee's and the employer's perception of mutual obligations, the employee's belief in the conditions for the exchange of mutual experiences with the employer, and mutual obligations resulting from establishing an employer-employee relationship become important factors and elements of the sustainable development strategy of employees. A growing number of soundscape studies involve a psychological contract literature. However, outcomes have not yet been thoroughly reviewed. The need for a study with this purpose is proven by the fact that academic literature lacks a systematic review of this topic, despite the ascending trend in the number of published articles in the field. Therefore, this study aims at identifying the main outcomes of a psychological contract in public organisations. Research aims The purpose of this literature review was to identify the main effects of psychological contracting in public organisations. We also aimed to collect fragmented academic knowledge produced by pertinent studies. Methodology This article adopts the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) approach to conduct the systematic literature review. The final sample of 41 empirical and conceptual studies were scientifically screened and synthesised. Findings This study establishes that a psychological contract is a complex phenomenon influencing individual, group, and organisational outcomes directly. The application of a systematic literature review demonstrates the importance of a psychological contract for public organisations. The review suggests an agenda for further research and identifies practical implications for public organisations.

Suggested Citation

  • Bera Agata, 2021. "In Search of Outcomes of a Psychological Contract in Public Organisation," International Journal of Contemporary Management, Sciendo, vol. 57(2), pages 9-18, June.
    • Handle: RePEc:vrs:ijcoma:v:57:y:2021:i:2:p:9-18:n:2
    DOI: 10.2478/ijcm-2021-0005
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    References listed on IDEAS

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    1. Paul Boselie & Jasmijn Van Harten & Monique Veld, 2021. "A human resource management review on public management and public administration research: stop right there…before we go any further…," Public Management Review, Taylor & Francis Journals, vol. 23(4), pages 483-500, April.
    2. Jackie Coyle‐Shapiro & Ian Kessler, 2000. "Consequences Of The Psychological Contract For The Employment Relationship: A Large Scale Survey," Journal of Management Studies, Wiley Blackwell, vol. 37(7), pages 903-930, November.
    3. David Moher & Alessandro Liberati & Jennifer Tetzlaff & Douglas G Altman & The PRISMA Group, 2009. "Preferred Reporting Items for Systematic Reviews and Meta-Analyses: The PRISMA Statement," PLOS Medicine, Public Library of Science, vol. 6(7), pages 1-6, July.
    4. Nicholas Jackson, 2019. "Organizational Justice in Mergers and Acquisitions," Springer Books, Springer, number 978-3-319-92636-0, September.
    5. Yvonne Brunetto & Rona Beattie, 2020. "Changing role of HRM in the public sector," Public Management Review, Taylor & Francis Journals, vol. 22(1), pages 1-5, January.
    6. Vatankhah, Sanaz, 2021. "Dose safety motivation mediate the effect of psychological contract of safety on flight attendants' safety performance outcomes?: A social exchange perspective," Journal of Air Transport Management, Elsevier, vol. 90(C).
    7. Yunlin Lu & Yimo Shen & Lei Zhao, 2015. "Linking Psychological Contract Breach and Employee Outcomes in China: Does Leader-Member Exchange Make a Difference?," Chinese Economy, Taylor & Francis Journals, vol. 48(4), pages 297-308, July.
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