Examining team performance : the role of psychological contracts and engagement among co-workers
Purpose: The aim of this study was to investigate the role of shared psychological contract beliefs between colleagues in a work team, in team in-role performance and extra-role behaviours. Design/methodology/approach: Employees and team managers of 113 work teams answered questions about their working environment and relationships with experiences and perceptions. The data were used in CFA and structural modelling. Findings: The results indicated that evaluations of co-worker psychological contracts in work teams are significantly associated with team in-role performance and extra-role behaviours through work engagement. Practical implications: Employees with perceived contract fulfilment not only contribute more to their team but also change their expectations of what a team should offer. Managers should be informed that these new and enhanced expectations have repercussions for existing HRM practices. Originality/value: Laulié and Tekleab (2016) have suggested that perceptions of psychological contract fulfilment shared by team members may act as a motivational driver for team performance, team attitudes and behaviours. This study is one of the first applications of this proposition in a mediation model and empirically tested for non-hierarchical co-worker relationships.
Year of publication: |
2020
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Authors: | Schreuder, Frits ; Schalk, René ; Batistič, Sasa |
Published in: |
Evidence-based HRM: a Global Forum for Empirical Scholarship. - Emerald, ISSN 2049-3983, ZDB-ID 2694217-3. - Vol. 8.2020, 3 (06.07.), p. 327-343
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Publisher: |
Emerald |
Saved in:
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