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Year 3 > Employee Relations > Flashcards

Employee Relations Flashcards

1
Q

Social Exchange Theory

Blau (1964)

A

People are reward seeking and help each other when the benefits outweigh the costs.

Social exchanges regulated by perceptions of fairness, reciprocity and justice.

People will want to stay in a relationship and help an organisation when they perceive they are getting something out of it too and are not being exploited.

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2
Q

Affective commitment

A

Emotional attachment towards organisation.

Develops from work experiences, personality and organisation characteristics.

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3
Q

Continuance commitment

A

Stays due to high cost of leaving.

Develops from alternatives and interests

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4
Q

Normative commitment

A

Obligated loyalty despite personal dissatisfaction

Develops from socialisation and investments of organisation

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5
Q

Three component conceptualisation of organisational commitment

Meyer and Allen (2001)

A

Commitment to an organisation (staying in a workplace) is a psychological state with three separate components of commitment:

A desire (affective)
A need (continuance)
An obligation (normative)

Each component develops from other factors and all lead to turnover, absenteeism and performance.

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6
Q

Psychological Contract idea

A

Individuals enter employment with a set of beliefs, expectations and obligations, which they anticipate being met by their employer.

The employer holds a reciprocal set of beliefs, expectations and obligations.

Leads to a binding but unspoken contract.

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7
Q

Key components of psych contracts

A

Key components:

Mutuality
Promises
Reciprocity
Development from beliefs to
schema
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8
Q

Unilateral perspective of psych contracts

A

An individual’s beliefs, shaped by the organisation, regarding the terms of their exchange agreement with their organisation

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9
Q

Bilateral perspective of psych contracts

A

Both the employee and the organisation hold a psychological contract

Reciprocal obligations and levels of agreement of the terms of the exchange

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10
Q

Employment contract features

A

Written, definitive, long term, inflexible and legislative with infrequent violation

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11
Q

Psych contract features

A

Unwritten, loose, changing, flexible and interpretive with frequent violations

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12
Q

Three aspects of implicit employment relationships

A

Form
Content
Process

Breaches have serious consequences.

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13
Q

Form

A

The way in which an employee interfaces with the organisation.

Depends on how contracts are managed (are they equal, just etc).

Either transactional or relational.

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14
Q

Form - Transactional nature

A 
Short term
Money based
Low emotional attachment
Direct exchange
Identifiable competencies
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15
Q

Form - Relational nature

A

Long term
Emotional attachment
Support, training opportunities
Increased benefits

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16
Q

Problems with transactional and relational distinction (form)

A

Takes a traditional career perspective (modern careers differ).

Some items may fall within both types depending on context.

17
Q

Transactional and relational distinction research (form)

A

Relational contracts negatively associated with intentions to leave organisation (O Leary-Kelly, 2000)

Longer term eimployment relations positively associated with affective commitment (Sels et al., 2004)

18
Q

Content

A

Content of exchanges from organisation and individual.

What is actually on offer?

The terms and conditions.

19
Q

Content - what do the employees offer

A 
Traditionally:
Loyalty
Conformity
Commitment to goals
Trust in employer

HOWEVER modern day it means longer hours, more skills, tolerance of change and taking on responsibility.

20
Q

Content - what does the organisation offer

A 
Traditionally:
Employment security
Promotion
Training
Development

Modern day it looks like:
High pay, rewards, a job

21
Q

Process

A

The product of the contractual process as perceived by the individual.

Captured in form and content.

Predicts effort, motivation, productivity and intention to stay (Dabos and Rousseau, 2004)

22
Q

Intra-Individual Processes

A

Cognitive and emotional processes involved in contract formation and change.

Perceived trust
Perceived equity and justice
Cultural values

23
Q

Contract states - Fulfilled

A

A perception that the terms, or promises, made within the contract have been appropriately met.

A match between what was expected and what actually occurred

24
Q

Contract states - exceeded

A

A perception that your organisation have gone beyond the terms made within the contract.

Have fulfilled the contract beyond what you had expected

25
Q

Contract states - breached

A

Other party to the contract has failed to fulfil obligations.

Considered to occur on a regular basis for employment relationship

26
Q

Contract states - violated

A

Organisation wilfully went back on a promise.

Intense emotional reaction.

The emotional component of a contract.

27
Q

Contract breach findings

A

Reduces:

Employee trust (Robinson, 1996)

Commitment (Coyle-Shapiro, 2000)

Performance (Bal et al., 2010)

Increases:

Absenteeisn (Deery et al., 2006)

Counterproductivity (Chao et al., 2011)

28
Q

Contract violations research

A

Violations mediate the relationship between breach perceptions and level of commutment and trust.

If an employee perceives a relational contract then they increase their perception of violations.

If they have a high level of interest in work then they rationalise the violations and perceive them less.

29
Q

Cognitive trust

McAllister, 1995

A

Rational, calculative with a focus on economic gains (emerges from economic relationship)

30
Q

Affective trust

McAllister, 1995

A

Emotional in nature

Consists of relational bonds between parties and respect for each other.

Emerges from social exchange relationsip

31
Q

Which trust comes first?

(Lewicki & Bunker, 1996).

A

Cognitive trust (economic relationship) must come beforeaffective trust

32
Q

Atkinson (2007)

A

In order to develop a relational contract, you need first to develop a transactional contract

Trust is evident in both contract types, but is different in nature

Relational contracts = affective trust

Transactional contracts = cognitive trust

33
Q

Breaches of contract and affective trust

A

Can indicate a lack of respect and concern in well-being

34
Q

Breaches of contract and cognitive trust

A

Can indicate a lack of reliability and dependability

35
Q

Breaches of trust findings

A

Encourages employees to withdraw and reduce commitment to an organisation (Robinson, 1996)

Year 3 (4 decks)

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