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APPENDICES

Appendix AQualitative Approach (Interview Guide)

Tentative Questions for one-on-one semi-structured interviews

Gender:Age group:Level of education:Experience with the current company:Previous job experience (if any):Level of management:

• How long have you been working for this organization?• Have you worked for any other organization before started working

for this organization? How long you had worked there?• What are the considerations (e.g. family, religious, social) for taking

this job? Please provide some details.• What are your expectations from this job? What made you to have

these expectations?• Have you got any indication(s) from your employer that the com-

pany may fulfill your expectations? Please provide some details.• Has your employer fulfilled your expectations? Can you recall some

situations where your expectations were fulfilled or breached?

© The Author(s) 2017A. Abdullah, Managing the Psychological Contract,DOI 10.1007/978-3-319-53538-8

211

• How did you feel when employer fulfilled its promises or obliga-tions? Please explain in detail.

• Does fulfillment of its promises by your employer affect your perfor-mance? Please explain.

• Do you think your previous employer has fulfilled your expectationsbetter/worse than your current employer? Please explain.

• Is there any additional comment you would like to add regardingfulfillment of promises/expectations or this study?

Appendix BQuantitative Approach (Survey Questionnaire)

Employee Perception Management Survey

Part A: Background Information (please Select (√) your responses)Gender: □ Male □ FemaleAge: □ 21–25 year □ 26–30 year □ 31–35 year □ 36–40 year □ 41–45 year□ >45 yearYour highest level of education: □ HSC □ Bachelor’s degree □ Master’sdegree □ PhDHow long have you been employed with the current organization?□ <1 year □ 1–5 year □ 6–10 year □ 11–15 year □ 16–20 year □ 21–25 year□ >25 yearsHow long have you been employed by another organization before joining thecurrent organization?□ <1 year □ 1–5 years □ 6–10 years □ 11–15 years □ 16–20 years □ 21–25years □ >25 years

Part B–G: Employee – Relationship Management

→ Questions in Part B–H deal with measuring level of employee:satisfaction, commitment and motivation, level of employees’ indi-vidual performance, formation of employees’ psychological con-tract, extent of psychological contract fulfillment and employees’feelings about the prevailing HR practices in the organization.

→ Please be honest in providing your responses (your honestresponses are extremely important for the validity of this study).

→ Please remember, this information is completely anonymous andwill be used for research purposes only.

→ Please Circle the response that is most appropriate for you.

212 APPENDICES

Part B: Individual performance

Stronglydisagree

Stronglyagree

I am confident that I can reach my performance goals 1 2 3 4 5 6 7The level of my performance is “excellent” 1 2 3 4 5 6 7I always accomplish my goals 1 2 3 4 5 6 7My individual goals directly support the goals of theorganization

1 2 3 4 5 6 7

My individual performance is continuously improving 1 2 3 4 5 6 7

Part C: Job satisfaction

Stronglydisagree

Stronglyagree

My job is usually interesting enough to keep me fromgetting bored

1 2 3 4 5 6 7

I like my job better than average worker does 1 2 3 4 5 6 7I feel fairly well satisfied with my present job 1 2 3 4 5 6 7Most days I am enthusiastic about my work 1 2 3 4 5 6 7I am satisfied with my job for the time being 1 2 3 4 5 6 7I consider my job as pleasant 1 2 3 4 5 6 7I am happy that I have taken this job 1 2 3 4 5 6 7I feel that my job is interesting than others I could get 1 2 3 4 5 6 7

Part D: Employee motivation

Stronglydisagree

Stronglyagree

I am motivated to execute my duties at work 1 2 3 4 5 6 7No one has to push me to do my job 1 2 3 4 5 6 7My motivation drives me to achieve more in the job 1 2 3 4 5 6 7I feel an inner urge to fulfill my duties and responsibilitiesto this company

1 2 3 4 5 6 7

I perform above and beyond the call of duty 1 2 3 4 5 6 7I am motivated to do more than I originally expected Iwould do

1 2 3 4 5 6 7

This company’s practices arouse in me motivation to workharder and better

1 2 3 4 5 6 7

APPENDICES 213

Part E: Employee commitment

Stronglydisagree

Stronglyagree

I am willing to put in great deal of effort to help thisorganization to be successful

1 2 3 4 5 6 7

I talk up this organization to my friends as a greatorganization to work for

1 2 3 4 5 6 7

I would accept almost any type of job assignment in orderto keep working for this company

1 2 3 4 5 6 7

I find that my values and organizational values are similar 1 2 3 4 5 6 7I am proud to tell others that I am part of thisorganization

1 2 3 4 5 6 7

This organization really inspires the very best in me in theway at job performance

1 2 3 4 5 6 7

I am extremely glad that I chose to work for thisorganization

1 2 3 4 5 6 7

I really care about the fate of this organization 1 2 3 4 5 6 7

Part F: Employee in role behaviors

Stronglydisagree

Stronglyagree

I adequately complete assigned duties 1 2 3 4 5 6 7I fulfill responsibilities specified in job description 1 2 3 4 5 6 7I perform tasks that are expected of me 1 2 3 4 5 6 7I meet formal performance requirements of the job 1 2 3 4 5 6 7I engage in activities that directly affect my performance 1 2 3 4 5 6 7I don’t neglect aspects of the job I am obligated toperform

1 2 3 4 5 6 7

I don’t fail to perform essential duties 1 2 3 4 5 6 7

214 APPENDICES

Part G: Extent of employee psychological contract fulfillment

Stronglydisagree

Stronglyagree

Almost all of the promises made by company duringrecruitment have been kept so far

1 2 3 4 5 6 7

I feel, my company has come through in fulfilling thepromises made to me when I was recruited

1 2 3 4 5 6 7

So far, my company has done an excellent job in fulfillingits promises to me

1 2 3 4 5 6 7

I have received everything promised to me in exchange formy contributions

1 2 3 4 5 6 7

My company hasn’t broken any of its promises to me aslong as I have upheld my side of the deal

1 2 3 4 5 6 7

Part H:Section 1: Compensation policy

Stronglydisagree

Stronglyagree

The salary offered by this company is very competitive 1 2 3 4 5 6 7My pay matches my job performance 1 2 3 4 5 6 7I feel I am adequately paid compared to my colleagues atother companies

1 2 3 4 5 6 7

I am paid fairly 1 2 3 4 5 6 7In this company, the performance evaluation process isfair

1 2 3 4 5 6 7

I receive fair compensation for the work I do 1 2 3 4 5 6 7

Section 2: Job security

Stronglydisagree

Stronglyagree

I feel my job is secure 1 2 3 4 5 6 7My company focus on job security 1 2 3 4 5 6 7Employees that perform modestly do not get fired 1 2 3 4 5 6 7I am not worried about losing my job 1 2 3 4 5 6 7

(continued )

APPENDICES 215

(continued)

Stronglydisagree

Stronglyagree

Job security is of prime importance in this company 1 2 3 4 5 6 7In this company, employees are hired to work for a longtime

1 2 3 4 5 6 7

Section 3: Training and development

Stronglydisagree

Stronglyagree

My company systematically train and develop personnel 1 2 3 4 5 6 7Company provides training on key skills 1 2 3 4 5 6 7Company train personnel to gain many skills and abilities 1 2 3 4 5 6 7I get training I need to do my job well 1 2 3 4 5 6 7My training meets my needs for my current job 1 2 3 4 5 6 7The training I receive is relevant to my job 1 2 3 4 5 6 7I receive the training and support I need to do my job well 1 2 3 4 5 6 7This company invests in employees through training anddevelopment

1 2 3 4 5 6 7

Section 4: Selection and recruitment

Stronglydisagree

Stronglyagree

My company hires employees that fit company culture 1 2 3 4 5 6 7This company has a comprehensive selection process 1 2 3 4 5 6 7My company selects the best/most qualified people forthe job

1 2 3 4 5 6 7

This company tries to attract best people to work for it 1 2 3 4 5 6 7Favoritism in the hiring process in not a problem in thiscompany

1 2 3 4 5 6 7

In this company, employees are hired based onqualification/merit

1 2 3 4 5 6 7

216 APPENDICES

Section 5: Decentralization and teamwork

Stronglydisagree

Stronglyagree

My organization encourages decentralized decision-making

1 2 3 4 5 6 7

In this organization, we use teams to decide aboutproduction and operational problems

1 2 3 4 5 6 7

We regularly use teams to perform various tasks 1 2 3 4 5 6 7All team members contribute in decision-making 1 2 3 4 5 6 7Team players are encouraged and rewarded by thecompany

1 2 3 4 5 6 7

We work as a team to solve problems 1 2 3 4 5 6 7This company promotes teamwork 1 2 3 4 5 6 7Multiple levels of employees share in the decision-making 1 2 3 4 5 6 7

Section 6: Information sharing

Stronglydisagree

Stronglyagree

I generally feel informed about changes that affect me 1 2 3 4 5 6 7Managers keep me informed and up-to-date about thecompany

1 2 3 4 5 6 7

I know what is expected of me in my job 1 2 3 4 5 6 7I get adequate feedback from my supervisor/manager 1 2 3 4 5 6 7Managers communicate frequently and honestly aboutissues affecting employees

1 2 3 4 5 6 7

I can get the information I need to do my job well 1 2 3 4 5 6 7

Appendix CDescriptive analysis of the construct items

Construct/Item Mean(N= 396)

Standarddeviation

Individual performance (IP)IP1: I am confident that I can reach my performance goals 5.912 1.414IP2: The level of my performance is “excellent” 5.616 0.967

(continued )

APPENDICES 217

(continued)


Standarddeviation

IP3: I always accomplish my goals 5.755 1.047IP4: My individual goals directly support the goals of theorganization

5.715 1.198

IP5: My individual performance is continuously improving 6.076 0.996Job satisfaction (SAT)SAT1: My job is usually interesting enough to keep me fromgetting bored

5.187 1.328

SAT2: I like my job better than average worker does 5.525 1.264SAT3: I feel fairly well satisfied with my present job 5.182 1.358SAT4: Most days, I am enthusiastic about my work 5.258 1.140SAT5: I am satisfied with my job for the time being 4.841 1.630SAT6: I consider my job as pleasant 5.306 1.361SAT7: I am happy that I have taken this job 5.396 1.401SAT8: I feel that my job is interesting than others I could get 5.240 1.467Commitment (COMIT)COMIT1: I am willing to put in great deal of effort to helpthis organization to be successful

5.902 1.099

COMIT2: I talk up this organization to my friends as a greatorganization to work for

5.475 1.455

COMIT3: I would accept almost any type of job assignmentin order to keep working for this company

4.957 1.675

COMIT4: I find that my values and organizational values aresimilar

5.005 1.514

COMIT5: I am proud to tell others that I am part of thisorganization

5.596 1.458

COMIT6: This organization really inspires the very best in mein the way at job performance

5.159 1.540

COMIT7: I am extremely glad that I chose to work for thisorganization

5.313 1.447

COMIT8: I really care about the fate of this organization 5.679 1.354Motivation (MOT)MOT1: I am motivated to execute my duties at work 5.232 1.397MOT2: No one has to push me to do my job 5.379 1.471MOT3: My motivation drives me to achieve more in the job 5.495 1.301MOT4: I feel an inner urge to fulfill my duties andresponsibilities to this company

5.841 1.115

MOT5: I perform above and beyond the call of duty 5.712 1.083MOT6: I am motivated to do more than I originally expectedI would do

5.407 1.317

5.045 1.598

(continued )

218 APPENDICES

(continued)


Standarddeviation

MOT7: This company’s practices arouse in me motivation towork harder and betterOrganizational citizenship behavior (OCB)OCB1: I adequately complete assigned duties 5.977 1.071OBC2: I fulfill responsibilities specified in job description 6.114 0.957OCB3: I perform tasks that are expected of me 6.010 1.009OCB4: I meet formal performance requirements of the job 5.859 1.189OCB5: I engage in activities that directly affect myperformance

5.609 1.418

OCB6: I don’t neglect aspects of the job I am obligated toperform

5.912 1.024

OCB7: I don’t fail to perform essential duties 6.030 1.021Psychological contract fulfillment (PCF)PCF1: Almost all of the promises made by company duringrecruitment have been kept so far

4.823 1.536

PCF2: I feel, my company has come through in fulfilling thepromises made to me when I was recruited

5.010 1.403

PCF3: So far, my company has done an excellent job infulfilling its promises to me

4.907 1.521

PCF4: I have received everything promised to me in exchangefor my contributions

4.848 1.563

PCF5: My company hasn’t broken any of its promises to me aslong as I have upheld my side of the deal

4.889 1.586

Compensation policy (CP)CP1: The salary offered by this company is very competitive 4.609 1.637CP2: My pay matches my job performance 4.356 1.660CP3: I feel I am adequately paid compared to my colleagues atother companies

4.366 1.685

CP4: I am paid fairly 4.500 1.728CP5: In this company, the performance evaluation process isfair

4.480 1.822

CP6: I receive fair compensation for the work I do 4.563 1.760Job security (JS)JS1: I feel my job is secure 4.790 1.682JS2: My company focus on job security 4.745 1.751JS3: Employees that perform modestly do not get fired 5.098 1.424JS4: I am not worried about losing my job 5.109 1.585JS5: Job security is of prime importance in this company 4.889 1.627JS6: In this company, employees are hired to work for a longtime

4.944 1.686

(continued )

APPENDICES 219

(continued)


Standarddeviation

Training and development (TD)TD1: My company systematically train and develop personnel 4.689 1.704TD2: Company provides training on key skills 4.689 1.662TD3: Company train personnel to gain many skills andabilities

4.639 1.683

TD4: I get training I need to do my job well 4.604 1.710TD5: My training meets my needs for my current job 4.710 1.636TD6: The training I receive is relevant to my job 4.854 1.680TD7: I receive the training and support I need to do my jobwell

4.758 1.668

TD8: This company invests in employees through trainingand development

4.672 1.811

Selection and recruitment (SR)SR1: My company hires employees that fit company culture 4.886 1.524SR2: This company has a comprehensive selection process 5.020 1.491SR3: My company selects the best/most qualified people forthe job

4.977 1.548

SR4: This company tries to attract best people to work for it 5.114 1.533SR5: Favoritism in the hiring process in not a problem in thiscompany

4.601 1.676

SR6: In this company, employees are hired based onqualification/merit

5.131 1.532

Decentralization and teamwork (DT)DT1: My organization encourages decentralized decision-making

4.457 1.717

DT2: In this organization, we use teams to decide aboutproduction and operational problems

4.836 1.541

DT3: We regularly use teams to perform various tasks 4.995 1.411DT4: All team members contribute in decision-making 4.636 1.658DT5: Team players are encouraged and rewarded by thecompany

4.528 1.629

DT6: We work as a team to solve problems 5.025 1.497DT7: This company promotes teamwork 4.932 1.589DT8: Multiple levels of employees share in the decision-making

4.707 1.654

Information sharing (IS)IS1: I generally feel informed about changes that affect me 4.811 1.449IS2: Managers keep me informed and up-to-date about thecompany

4.836 1.523

IS3: I know what is expected of me in my job 4.318 1.314

(continued )

220 APPENDICES

(continued)


Standarddeviation

IS4: I get adequate feedback from my supervisor/manager 5.018 1.420IS5: Managers communicate frequently and honestly aboutissues affecting employees

4.955 1.480

IS6: I can get the information I need to do my job well 5.114 1.439

Appendix DModel fit summary-HR practices

CMIN

Model NPAR CMIN DF P CMIN/DF

Default model 168 951.255 652 0.000 1.459Saturated model 820 0.000 0Independence model 40 14,993.038 780 0.000 19.222

RMR, GFI

Model RMR GFI AGFI PGFI

Default model 0.063 0.895 0.868 0.712Saturated model 0.000 1.000Independence model 1.168 0.108 0.062 0.102

Baseline comparisons

Model NFIDelta1

RFIrho1

IFIDelta2

TLIrho2

CFI

Default model 0.937 0.924 0.979 0.975 0.979Saturated model 1.000 1.000 1.000Independence model 0.000 0.000 0.000 0.000 0.000

APPENDICES 221

Parsimony-adjusted measures

Model PRATIO PNFI PCFI

Default model 0.836 0.783 0.818Saturated model 0.000 0.000 0.000Independence model 1.000 0.000 0.000

NCP

Model NCP LO 90 HI 90

Default model 299.255 220.966 385.538Saturated model 0.000 0.000 0.000Independence model 14,213.038 13,818.703 14,613.765

FMIN

Model FMIN F0 LO 90 HI 90

Default model 2.408 0.758 0.559 0.976Saturated model 0.000 0.000 0.000 0.000Independence model 37.957 35.982 34.984 36.997

RMSEA

Model RMSEA LO 90 HI 90 PCLOSE

Default model 0.034 0.029 0.039 1.000Independence model 0.215 0.212 0.218 0.000

AIC

Model AIC BCC BIC CAIC

Default model 1,287.255 1,326.170 1,956.133 2,124.133Saturated model 1,640.000 1,829.944 4,904.760 5,724.760Independence model 15,073.038 15,082.303 15,232.294 15,272.294

222 APPENDICES

ECVI

Model ECVI LO 90 HI 90 MECVI


HOELTER

Model HOELTER0.05

HOELTER0.01

Default model 296 307Independence model 23 24

Model fit summary – cognitive and behavioral variablesCMIN


Default model 88 360.720 237 0.000 1.522Saturated model 325 0.000 0Independence model 25 6,429.491 300 0.000 21.432

RMR, GFI



APPENDICES 223


Model NFIDelta1

RFIrho1

IFIDelta2

TLIrho2

CFI





NCP


Default model 123.720 76.462 178.939Saturated model 0.000 0.000 0.000Independence model 6,129.491 5,872.005 6,393.357

FMIN



RMSEA



224 APPENDICES

AIC


Default model 536.720 549.121 887.084 975.084Saturated model 650.000 695.799 1,943.960 2,268.960Independence model 6,479.491 6,483.014 6,579.026 6,604.026

ECVI



HOELTER

Model HOELTER0.05

HOELTER0.01


Final-modified modelModel fit summary

CMIN


Default model 492 3,307.872 2,358 0.000 1.403Saturated model 2,850 0.000 0Independence model 75 27,644.836 2,775 0.000 9.962

APPENDICES 225

RMR, GFI




Model NFIDelta1

RFIrho1

IFIDelta2

TLIrho2

CFI





NCP


Default model 949.872 802.050 1,105.687Saturated model 0.000 0.000 0.000Independence model 24,869.836 24,340.025 25,406.150

FMIN



226 APPENDICES

RMSEA



AIC


Default model 4,291.872 4,526.305 6,250.728 6,742.728Saturated model 5,700.000 7,057.994 17,047.031 19,897.031Independence model 27,794.836 27,830.573 28,093.442 28,168.442

ECVI



HOELTER

Model HOELTER0.05

HOELTER0.01


APPENDICES 227

INDEX

AAttitudinal outcomes, 5, 11, 194Autonomous work groups, 61, 134Autonomy, 10, 50Average variance extracted

(AVE), 100, 104, 107, 164, 165,168–169, 175–177

BBalanced contracts, 53Behavioral and cognitive outcomes, 2,

4–5, 13–17, 37, 44, 51–52, 56,60–68, 84, 86–87, 93–96, 104,121, 158–161, 166–169, 185,187, 192–194, 197, 199, 201,204, 205

CCareer growth, 123, 126–128,

136–137, 142–144, 195, 196Chi-square value, 105, 162, 168,

170, 172Collectivist, 28, 29, 117, 119–120,

124, 128, 141–143Collectivist society, 29, 119, 124, 135,

139, 141, 143

Commitment, 4, 14–17, 43, 45–57,62–64, 67, 68, 83–86, 95, 96,104, 115, 123, 126, 128–130,138–143, 153, 160, 169, 193,195, 197–199, 205, 214

Common method variance, 13,200, 202

Comparative fit index (CFI), 106,164, 174, 224, 226

Compensation policy (CP), 43–45,84, 95, 98, 103, 156, 157, 162,165, 175, 215

Compensation systems, 1, 54Competitive advantage, 1–3, 25, 34,

44, 45, 47Composite reliability (CR), 100, 104,

107, 164, 165, 168, 169,174–177

Concept of non-fatalism, 33Confirmatory factor analysis

(CFA), 16, 93–94, 100, 104,105, 149, 154, 161–170

Congenial work environment, 117Construct, 11, 16, 58, 86, 93–101,

104, 107, 108, 109, 149, 158,160–170, 175, 178, 217

Construct validity, 86, 95,99–100, 164

© The Author(s) 2017A. Abdullah, Managing the Psychological Contract,DOI 10.1007/978-3-319-53538-8

229

Content validity, 95, 97, 99, 101Contextual and psychological

factors, 9Contextual variables, 86Convergent validity, 95, 100, 104,

164–166, 168, 174Correlation matrix, 104, 105, 164,

166, 168, 169, 178Cronbach Alpha coefficient, 100,

101, 105Cross-cultural management, 27Cross-loadings, 104, 154, 156, 158,

160, 161, 170Cross-national perspectives, 10Cultural ambiguities, 91Cultural backgrounds, 3, 203Cultural context, 2, 4, 5, 10–12, 15,

23–37, 86, 117–134Cultural dimensions, 15, 25, 27,

29, 30Cultural diversity, 26Cultural factors, 2, 34–35, 37Culturally-driven preferences, 35Culturally-relevant elements of HR

practices, 5, 12, 16, 37, 83, 84,86, 115, 134, 192, 193, 204

Cultural orientation, 2, 4, 34, 35,141, 196

Culture, 15, 23–37Customer service quality, 68, 139

DDecentralization, 1, 43, 44, 49–50,

62, 63, 65, 68, 94, 95, 99, 103,156, 157, 195, 196, 199, 217

Demographic information, 94, 102,115–116, 150–153

Dependent variable, 108Descriptive statistics, 103, 153Discriminant validity, 95, 100, 104,

107, 164, 168, 175

EEconomic liberalization, 34Economies of scale, 2, 44Emerged themes, 91, 134, 140–141Emerging economic region, 2, 5–9,

12, 37Empirical study, 16, 193Employee engagement, 68, 138–139Employee expectations, 16, 17, 36,

37, 83, 84, 86, 87, 91, 115, 131,140, 191–193

Employee performance, 16, 45, 47,51, 68–70, 87, 132, 197

Employee retention, 68, 139, 194Employee turnover, 48Employee well-being, 141Employee’s cognitive perception, 4Employee-employer relationship, 4,

16, 28, 43, 53, 56–58Employees’ perceptions, 4, 5, 11, 12,

37, 56, 115, 192, 202, 203Employment relationship, 2, 4, 11, 52,

55, 57–60, 91, 191–194, 201, 204Employment security, 1, 46, 50Empowerment, 61, 134Equitable treatment, 66, 132–134,

141, 143, 144, 196Equity theory, 132–133Exogenous and endogenous

variables, 174–175Explicit or implicit promises, 2, 52Exploratory Factor Analysis (EFA), 16,

93–94, 100, 103–105,153–161, 170

Extrinsic motivation, 64, 136

FFactor analysis, 105, 154, 156, 158,

160, 163, 167Factor loadings, 104, 154, 156–158,

160–162, 170

230 INDEX

Factors, 2, 3, 5, 9, 14, 25, 34–35, 37,64, 94, 96, 98, 104–107, 132,154, 156, 158, 160–170,175, 203

Fair treatment, 45, 132, 134, 139Family considerations, 117, 124–126,

141, 144, 193Feminine values, 28, 30Financial benefits, 122, 123Financial performance, 48, 51, 69, 139Financial stability, 122–124, 142, 144Foreign Direct Investment (FDI), 8

GGeneralizability, 13Globalization, 3, 34Goodness of fit statistics, 105

HHigh Performance Work Systems

(HPWS), 46, 47, 51High recognition, 136Hoetler’s critical N (CN), 106Human capital, 1, 3Human resources management

(HRM), 1–3, 8–10, 14, 15,33–35, 48, 50, 55, 85, 90, 93,101, 108, 192, 194, 206

Hypothesized model, 71, 104–108,162, 166

Hypothesized relationships, 15, 86,104, 149, 177

IIndependent variable, 108In-depth interviews, 14, 85, 88, 199Individualism, 27–29, 33Individualistic, 28, 117, 141

Individual performance (IP), 15, 17,44, 68, 70, 71, 84, 93–95, 104,119, 121, 139, 153, 185, 187,193, 197, 204, 213

Information sharing (IS), 43, 44,50–52, 84, 95, 99, 156, 157,199, 217

Innovation and change, 117Internal politics, 118Internationalization, 2, 3International markets, 2, 6Interviewee, 90, 93, 116, 118–121,

123, 127, 129, 130, 133, 136,139, 141–143, 195–197, 201

Intrinsic motivation, 64, 136Intrinsic outcomes, 10

JJob enlargement, 61, 134Job enrichment, 61, 134Job experience, 125, 135, 151–152Job rotation, 61, 134Job satisfaction, 4, 12–17, 43, 60–62,

64, 68, 69, 83, 84, 95, 96, 104,115, 126, 134–136, 138, 141,158, 160, 166, 184, 187, 193,195, 197, 205, 213

Job security (JS), 43, 46–47, 53, 55,84, 94, 95, 98, 156, 157, 195,196, 201, 215

KKurtosis, 150, 151

LLatent fatalism, 33Latent variables, 108, 154, 164,

168, 177

INDEX 231

Listwise deletion, 103Longitudinal study, 201, 202Long-term orientation, 30, 31

MManagement-level employees, 13–16,

84, 89, 90, 101, 102, 115, 192,193, 200, 201

Managing employment relations, 17,43, 191

Masculine culture, 28, 119Masculinity, 27–30, 143Mean, 103, 150, 151Measurements for the constructs, 93Methodology, 14–16, 83–110Mixed method design, 86Model modification, 170Modification index (MI), 170, 172Motivation, 3–4, 14–17, 43, 45–47,

49, 51, 60, 64–65, 69, 83, 84,95, 96, 115, 118, 136–138,142, 143, 160, 161, 169, 177,193, 196, 197, 199, 204,205, 213

Multi-method approach, 14, 16, 83,85–87, 200

NNarratives, 16, 91–92, 115, 117,

118–119, 121, 123, 125, 127,129, 130, 131, 133–135, 137,138, 140, 141, 143

Non-financial benefits, 122, 126, 143Non-Western context, 3, 5, 11–13,

15, 17, 37, 43, 140, 191–193,200, 203, 205, 206

Normed fit index (NFI), 106

OObserved variables, 162, 166, 170Open communication, 61, 135Organizational citizenship behavior

(OCB), 12–17, 43, 57, 60, 61,65–70, 83, 84, 95, 97, 104,160, 161, 166, 168, 169,177, 185, 187, 193, 196,197, 219

Organizational climate, 117Organizational commitment, 4, 46,

68, 126, 138, 195, 197Organizational context, 17, 35, 191,

193–194Organizational researchers, 2, 4, 5, 10,

11, 13, 53, 57, 60, 91, 126, 192,200, 204

PPerformance-based incentives, 45Pilot study, 16, 101–102, 153Power distance, 27–29Principal Component Analysis

(PCA), 103–105Professional development, 126Promotion, 45, 126–128, 133,

136–138, 142, 143Psychological contract, 2–5, 10–17,

25, 35–37, 43–71, 86–89, 94, 97,108, 115, 134–140, 184, 185,187, 191–206

Psychological contract breach, 2, 3, 5,11, 13, 43, 58–60, 63, 64, 66, 67,196, 200, 201, 203, 204

Psychological contract fulfillment(PCF), 2, 5, 11–15, 58–61, 63,67, 87, 97, 134–140, 184, 185,187, 192–196, 200–204, 215

232 INDEX

QQualitative research design, 92Qualitative study, 83, 84, 86–88, 92,

115, 141, 142, 199, 202Quantitative data analysis, 93,

195, 197Questionnaire, 14, 27, 84, 85, 89,

94–103, 149, 150

RRecognition, 10, 45, 65, 127, 133Relational contracts, 53, 59, 203Reliability, 16, 92, 95–102, 149,

156, 175Reliability test, 16, 107, 149Religious considerations, 130–132,

144Remuneration, 122, 142Root mean square error of

approximation(RMSEA), 106–107, 162, 168,170, 172, 222, 224, 227

SSample size, 102–103, 105, 106,

162, 170Selection and recruitment (SR), 43,

48–49, 54, 62, 84, 98, 156, 157,165, 195, 196, 216, 220

Self-managed teams, 49–50Semi-structured interviews, 14, 16, 84,

85, 87, 88, 89, 115, 211Sharing information, 50–52, 84, 95,

99, 104, 156, 157, 165, 176,199, 217

Short-term orientation, 31, 137Skewness, 150, 151

Skilled immigrants, 9Social benefits, 122, 142Social commitments, 128–129Social exchange theory, 16, 43, 52,

56–58, 60, 64, 187Social recognition, 119–122, 131,

141, 142, 144, 193Social status, 28, 120, 136, 142, 143Socio-economic, 2, 3, 34, 203, 204South Asia, 5–17, 23–37, 43, 84–92,

102, 108, 115, 117–143,191–205

Standard deviations, 103, 150, 151,217–221

Standardized root mean squareresidual (SRMR), 106, 162,170, 172

Stock markets, 6Structural Equation Modeling

(SEM), 15, 16, 103, 104,107–109, 154, 170–177

Supportive leadership, 118Survey instrument, 16, 93–95, 100

TTeamwork, 1, 28, 43, 44, 48–50, 84,

95, 99, 103, 157, 195, 196, 217Thematic analysis, 90–92, 115Training and development (TD), 1,

43, 44, 46–48, 84, 94, 95, 98,154, 157, 165, 187, 199, 201,216, 220

Transactional contracts, 53, 201, 203Transitional contracts, 53Triangulate, 84, 86Triangulation, 14, 86, 92, 200, 202Trust in management, 4Turnover intentions, 4, 11, 56, 126

INDEX 233

UUncertainty avoidance, 27, 29–31,

122Unfulfilled psychological contracts, 4,

12, 61, 63

VValidity and reliability of the

instrument, 16, 92,95–100

Varimax rotation, 104,153, 158

WWages, 45, 119, 122, 123, 141, 142,

144, 193Western context, 3, 5, 10, 88, 192,

200, 203Work environments, 117–119, 128,

141, 144Work flexibility, 128–130, 141,

142, 144Workforce, 3, 6, 9, 10, 14, 46–48, 69,

108, 150, 194Work-life balance, 128–130, 144Workplace, 4, 10, 52, 59, 61, 65, 66,

69, 118, 130–133, 135, 143

234 INDEX

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