Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Organizational Respect as Mediator Between the Ideological Psychological Contract and Workers’ Job Satisfaction: Empirical Findings from the Social Enterprise Sector

Organizational Respect as Mediator Between the Ideological Psychological Contract and Workers’... AbstractCorporate scandals, financial crises, and/or management decisions driven exclusively by shareholders’ interests have led to massive layouts. For-profit organizations and employment relationships based on transactional exchanges have been losing credibility. Hence, non-profit organizations, social enterprises, and ideologically driven work contracts are calling the attention of researchers from different disciplines. This paper presents an empirical research on the psychological ideological contents of the employee–employer relationship. The study was conducted in 19 organizations pertaining to the social enterprise sector. Using an exploratory structural equation modeling, the ideological components of the psychological contract and some of its behavioral and attitudinal consequences were explored. The findings suggest that, within social enterprises, the ideological components of the employee–employer relationship have a positive influence on both perceptions of respect and job satisfaction. Finally, theoretical and practical implications, as well as directions for future research on psychological contracts in the social enterprise sector, are presented. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Social Entrepreneurship Taylor & Francis

Organizational Respect as Mediator Between the Ideological Psychological Contract and Workers’ Job Satisfaction: Empirical Findings from the Social Enterprise Sector

Download PDF
16 pages

Loading next page...
 
/lp/taylor-francis/organizational-respect-as-mediator-between-the-ideological-yY1uTGYkpT

References

References for this paper are not available at this time. We will be adding them shortly, thank you for your patience.

Publisher
Taylor & Francis
Copyright
© 2013 Taylor & Francis
ISSN
1942-0684
eISSN
1942-0676
DOI
10.1080/19420676.2013.851728
Publisher site
See Article on Publisher Site

Abstract

AbstractCorporate scandals, financial crises, and/or management decisions driven exclusively by shareholders’ interests have led to massive layouts. For-profit organizations and employment relationships based on transactional exchanges have been losing credibility. Hence, non-profit organizations, social enterprises, and ideologically driven work contracts are calling the attention of researchers from different disciplines. This paper presents an empirical research on the psychological ideological contents of the employee–employer relationship. The study was conducted in 19 organizations pertaining to the social enterprise sector. Using an exploratory structural equation modeling, the ideological components of the psychological contract and some of its behavioral and attitudinal consequences were explored. The findings suggest that, within social enterprises, the ideological components of the employee–employer relationship have a positive influence on both perceptions of respect and job satisfaction. Finally, theoretical and practical implications, as well as directions for future research on psychological contracts in the social enterprise sector, are presented.

Journal

Journal of Social Entrepreneurship – Taylor & Francis

Published: Jan 2, 2014

Keywords: Ideological psychological contract; social enterprise; organizational respect; job satisfaction

References

  • Extraordinarily Ordinary: Working in the Social Economy
  • Exploratory Structural Equation Modeling
  • Ideological Currency in Psychological Contracts: The Role of Team Relationships in a Reciprocity Perspective
  • Multiple Obligations: Distinguishing the Dimensionality and Confirming the Role of Ideology Within the Psychological Contract Framework
  • Volunteering for Charity: Pride, Respect, and the Commitment of Volunteers
  • Conceptualising Ethical Capital in Social Enterprise
  • How Work Ideologies Shape the Psychological Contracts of Professional Employees: Doctors’ Responses to Perceived Breach
  • Antecedents and Consequences of Relational Components of the New Psychological Contract
  • Volunteer Participation and Withdrawal: A Psychological Contract Perspective on the Role of Expectations and Organizational Support
  • Cutoff Criteria for Fit Indices in Covariance Structure Analysis: Conventional Criteria Versus New Alternatives
  • Organizing a Social Enterprise
  • What is Job Satisfaction
  • Relational Goods, Monitoring and Non-Pecuniary Compensations in the Nonprofit Sector: The Case of the Italian Social Services
  • Common Method Biases in Behavioral Research: A Critical Review of the Literature and Recommended Remedies
  • The Centrality of Values, Passions, and Ethics in the Nonprofit Sector
  • Psychological and Implied Contracts in Organizations
  • Schema, Promise and Mutuality: The Building Blocks of the Psychological Contract
  • The Rise of Social Cooperatives in Italy
  • Violations of Principle: Ideological Currency in the Psychological Contract
  • Perceived Fairness and Worker Well-Being in Public, For-Profit and Nonprofit Firms: Evidence From the Italian Social Service Sector
  • Social Enterprises and Corporate Enterprises: Fundamental Differences and Defining Features
  • Autonomous vs. Comparative Status: Must We be Better Than Others to Feel Good About Ourselves
  • Organizational Citizenship Behavior: Construct Redefinition, Measurement, and Validation
  • Effects of Ideological and Relational Psychological Contract Breach and Fulfillment on Volunteers’ Work Effort