A Comprehensive social exchange model of key employee outcomes using the psychological contract, organisational justice and organisational citizenship behaviour

Denise M. Jepsen; John J. Rodwell

A Comprehensive social exchange model of key employee outcomes using the psychological contract, organisational justice and organisational citizenship behaviour

Macquarie Graduate School of Management

Research output: Chapter in Book/Report/Conference proceeding › Conference proceeding contribution › peer-review

Abstract

This paper serves to integrate social exchange with organisational justice and performance theory. Social exchange relationships are represented by employees’ perceptions of workplace inequity and evaluated using justice rules. Employees are expected to have in-role and extra-role behavioural responses and cognitive responses to inequity. It is theorised that behavioural and cognitive responses are moderated by the employee’s perceptions of organisational justice. Much employee performance, commitment, engagement, retention and turnover may be explained by this comprehensive model.

Original language	English
Title of host publication	Managing our intellectual and social capital
Subtitle of host publication	proceedings of the 21st ANZAM Conference, 4-7 December 2007, Sofitel Wentworth, Sydney
Editors	Ross Chapman
Place of Publication	Canning Bridge, W.A.
Publisher	Australian and New Zealand Academy of Management
Pages	2-18
Number of pages	17
ISBN (Print)	9781863081412
Publication status	Published - 2007
Event	Australian and New Zealand Academy of Management Conference (21st : 2007) - Sydney, Australia Duration: 4 Dec 2007 → 7 Dec 2007

Conference

Conference	Australian and New Zealand Academy of Management Conference (21st : 2007)
Country/Territory	Australia
City	Sydney
Period	4/12/07 → 7/12/07

Keywords

managerial thinking & cognition
attitudes
perception
interpersonal behaviour
change management

Cite this

Jepsen, D. M., & Rodwell, J. J. (2007). A Comprehensive social exchange model of key employee outcomes using the psychological contract, organisational justice and organisational citizenship behaviour. In R. Chapman (Ed.), Managing our intellectual and social capital: proceedings of the 21st ANZAM Conference, 4-7 December 2007, Sofitel Wentworth, Sydney (pp. 2-18). Australian and New Zealand Academy of Management.

Jepsen, Denise M. ; Rodwell, John J. / A Comprehensive social exchange model of key employee outcomes using the psychological contract, organisational justice and organisational citizenship behaviour. Managing our intellectual and social capital: proceedings of the 21st ANZAM Conference, 4-7 December 2007, Sofitel Wentworth, Sydney. editor / Ross Chapman. Canning Bridge, W.A. : Australian and New Zealand Academy of Management, 2007. pp. 2-18

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title = "A Comprehensive social exchange model of key employee outcomes using the psychological contract, organisational justice and organisational citizenship behaviour",

abstract = "This paper serves to integrate social exchange with organisational justice and performance theory. Social exchange relationships are represented by employees{\textquoteright} perceptions of workplace inequity and evaluated using justice rules. Employees are expected to have in-role and extra-role behavioural responses and cognitive responses to inequity. It is theorised that behavioural and cognitive responses are moderated by the employee{\textquoteright}s perceptions of organisational justice. Much employee performance, commitment, engagement, retention and turnover may be explained by this comprehensive model.",

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Jepsen, DM & Rodwell, JJ 2007, A Comprehensive social exchange model of key employee outcomes using the psychological contract, organisational justice and organisational citizenship behaviour. in R Chapman (ed.), Managing our intellectual and social capital: proceedings of the 21st ANZAM Conference, 4-7 December 2007, Sofitel Wentworth, Sydney. Australian and New Zealand Academy of Management, Canning Bridge, W.A., pp. 2-18, Australian and New Zealand Academy of Management Conference (21st : 2007), Sydney, New South Wales, Australia, 4/12/07.

A Comprehensive social exchange model of key employee outcomes using the psychological contract, organisational justice and organisational citizenship behaviour. / Jepsen, Denise M.; Rodwell, John J.
Managing our intellectual and social capital: proceedings of the 21st ANZAM Conference, 4-7 December 2007, Sofitel Wentworth, Sydney. ed. / Ross Chapman. Canning Bridge, W.A.: Australian and New Zealand Academy of Management, 2007. p. 2-18.

Research output: Chapter in Book/Report/Conference proceeding › Conference proceeding contribution › peer-review

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AB - This paper serves to integrate social exchange with organisational justice and performance theory. Social exchange relationships are represented by employees’ perceptions of workplace inequity and evaluated using justice rules. Employees are expected to have in-role and extra-role behavioural responses and cognitive responses to inequity. It is theorised that behavioural and cognitive responses are moderated by the employee’s perceptions of organisational justice. Much employee performance, commitment, engagement, retention and turnover may be explained by this comprehensive model.

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KW - attitudes

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KW - change management

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BT - Managing our intellectual and social capital

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Jepsen DM, Rodwell JJ. A Comprehensive social exchange model of key employee outcomes using the psychological contract, organisational justice and organisational citizenship behaviour. In Chapman R, editor, Managing our intellectual and social capital: proceedings of the 21st ANZAM Conference, 4-7 December 2007, Sofitel Wentworth, Sydney. Canning Bridge, W.A.: Australian and New Zealand Academy of Management. 2007. p. 2-18

A Comprehensive social exchange model of key employee outcomes using the psychological contract, organisational justice and organisational citizenship behaviour

Abstract

Conference

Keywords

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