Self-perceived employability, organization-rated potential, and the psychological contract. Issue 5 (8th July 2014)

• Record Type: Journal Article
• Authors: Dries, Nicky; Forrier, Anneleen; De Vos, Ans; Pepermans, Roland
• Is Part Of: Journal of managerial psychology. Volume 29:Issue 5(2014)
• Page Start: 565
• Page End: 581
• Publication Date: 2014-07-08
• Subjects: Organizational behavior -- Periodicals; Management -- Psychological aspects -- Periodicals; Psychology, Industrial -- Periodicals; Industrial management -- Psychological aspects -- Periodicals; 158.7
• DOI: 10.1108/JMP-04-2013-0109
• Languages: English
• ISSNs: 0268-3946

Abstract

<abstract> <title> <x content-type="archive" xml:space="preserve">Abstract</x> </title> <sec> <title content-type="abstract-heading">Purpose</title> <p> – The purpose of this paper is to study the relationship between self-perceived employability resources and perceived psychological contract (PC) obligations. To examine the extent to which organizational ratings of potential, through their "signaling" function, might serve as a buffer between employability and PC perceptions that are undesirable from an employer's point of view. </p> </sec> <sec> <title content-type="abstract-heading">Design/methodology/approach</title> <p> – Both self-report data (i.e. self-perceived employability resources and perceived PC obligations) and data reported by the HR departments of the participating organizations (i.e. organizational ratings of potential) were collected in a case-control design (<italic>n</italic>=103). </p> </sec> <sec> <title content-type="abstract-heading">Findings</title> <p> – Self-perceived employability resources are not related to lower intentions to stay with one's current employer. High-potential employees did not perceive themselves as particularly obliged to reciprocate their organizations' additional investments in them by expressing longer term loyalty, or a higher performance level. </p> </sec> <sec> <title content-type="abstract-heading">Practical implications</title> <p> – Organizations should not be hesitant to assist their employees in enhancing their employability resources. In addition, they should engage in deliberate PC building with their high-potential employees so as to align their perceived PC obligations with the organizational agenda. </p> </sec> <sec> <title content-type="abstract-heading">Originality/value</title> <p> – The relationship between self-perceived employability resources and perceived PC obligations has been underexamined; hardly any PC research has taken organizational variables into account; hardly any research exists on the psychological implications of being identified as a high potential; and the study draws both on self-report data and data reported by the HR departments of the participating organizations.</p> </sec> </abstract>