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Promoting Effective Psychological Contracts Through Leadership: The Missing Link Between HR Strategy and Performance

  • Aoife M. Mcdermott*
  • , Edel Conway
  • , Denise M. Rousseau
  • , Patrick C. Flood
  • *Corresponding author for this work
  • Dublin City University
  • Carnegie Mellon's Heinz College and the Tepper School of Business

Research output: Contribution to journalArticlepeer-review

125   Link opens in a new tab Citations (SciVal)

Abstract

This article offers line managers and HR professionals an actionable, research-based framework for developing psychological contracts with employees that suit their organizational and human resource (HR) strategy. Leadership styles supporting the firm's HR strategy are key to making psychological contracts that benefit both the firm and its members. When managers' styles are out of sync with HR strategy, this mismatch can lead to poorer performance through ineffective and unfulfilled psychological contracts with workers.

Original languageEnglish
Pages (from-to)289-310
Number of pages22
JournalHuman Resource Management
Volume52
Issue number2
DOIs
Publication statusPublished - 25 Mar 2013

Keywords

  • Leadership
  • Line manager/employee relations
  • Psychological contract
  • Strategic HR

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