Does the fulfillment of supervisor psychological contract make a difference?

Purpose – The purpose of this paper is to set out to analyze the supervisor psychological contract as a new psychological contract focus. Furthermore, the relationship between this psychological contract and the organizational psychological contract is compared in the prediction of job satisfaction and organizational affective commitment among a sample of traditional (in-house) and temporary agency workers. Design/methodology/approach – The hypotheses were tested with multiple group analyses in a sample of 444 Portuguese call center workers: 215 were in-house and 229 were temporary agency workers. Findings – Results confirmed that workers, regardless of their status, distinguished these two foci of psychological contract. However, for temporary workers, the supervisor psychological contract partially mediated the relationship between the organizational psychological contract and attitudes; while for in-house workers the organizational psychological contract was relevant to explain job satisfaction and the two foci of the psychological contract related independently to workers’ affective commitment toward the organization. Research limitations/implications – The study is limited due to the nature of the sample (call center sector where temporary agency and in-house workers received similar opportunities and treatment) and the lack of a longitudinal design. Practical implications – An important implication of this research is that employers should assume the relevance of the supervisor for temporary agency workers. The social exchange between them and the host organization occurs in part through his/her actions. Originality/value – Although supervisor psychological contract has been acknowledged, as far as the authors know there are no empirical studies that support its existence or analyzes its relevance in worker-organization relationships.