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Journal of Management and Business Research, 2003
20（ 3 ）：483-514
DOI： |
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| Human Resource Management, Employment Relationships and Employees' Response: Psychological Contract Perspective |
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| In the perspective of psychological contract, we argue that human resource management practices play two roles. One is economic incentives' giving, the other is human capital investment. We building a dichotomy model of employment relationships by the combination of different high-performance human resource management practices. There are four kinds of employment relationships in this model, balanced contract, relational contract, transactional contract, and transitional contract respectively. Using this model, we explore different kinds of employment relationships' effect on employee's attitudes (including intent to stay, normative commitment, trust, distributive justice and procedural justice) and performances (including task performance and organizational citizenship behavior). The results show that under balanced contract, employees demonstrate highest level of attitudes and performances. Employees under transactional and transitional contract demonstrate lowest level of attitudes and performances. These results mean that stable and long term relationships between employees and organization are more important than economic incentives' giving. |
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| Human resource management, Employment relationships, Psychological contract, Transactional contract, Relational contract, Economic exchange, Social exchange |
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