Search results

Students from undergraduate and graduate levels.

Leadership, implicit leadership theories, decision-making, gender stereotypes and discrimination.

Defne was working as a sales manager in Diel Turkey, an international technology company. Diel focuses on software, hardware, network and business consultancy services. Defne had worked as a computer engineer before starting to work in the sales department. In her leadership, she gave importance to long-term relationships and justice. Defne had two meetings this week. The first one was with T&X, a big scale fast moving consumer goods company; and the other one was with Q-Coding, a medium-scale technology company. Defne had negotiated with T&X two years ago, and the project got canceled. Defne worked on T&X new contract very cautiously, as this time she wanted to finish the project and make the deal. Defne had to deal with prejudices during the T&X meeting. Implicit beliefs are grounded in the cultural background of the country, which determines the perceptual framework for the society. Male-dominated countries have implicit beliefs that women’s priorities should be their families, thus being successful at work is not expected. Defne faced male-oriented stereotypes, which challenged her in doing business. Even though she was a successful manager, these subjective beliefs made her perform poorly. During the meeting with Q-Coding, Defne discussed the prejudice for women leaders with a women entrepreneur Suzan.

This case is trying to achieve two main objectives: first, to make all students be aware of implicit leadership theories and beliefs, which are rooted in the countries’ cultural background; second, to make female students be aware of these dysfunctional coping behaviors and increase their self-efficacy without thinking about their gender roles.

CSS 7: Management science

The purpose of this paper is to investigate whether occupational social contexts differentiate the processing of changes in the employment relationship, as represented by the psychological contract. Specifically, this study investigates the impact of the psychological contract and justice, with negative affectivity (NA), on medical practitioners or administrative staff in healthcare.

Samples of 54 medical practitioners (30 percent) and 122 administrative staff (59 percent), primarily providing public services, responded to a cross-sectional survey. Data were analyzed using multiple regression analyses.

Among medical staff, psychological contract obligations were associated with lower commitment and psychological distress, whereas fulfillment was associated with higher commitment and job satisfaction, yet higher distress. Distributive justice was associated with lower distress, and NA was associated with higher distress. Among administration staff, fulfillment was associated with commitment and job satisfaction, and NA was associated with lower job satisfaction and higher distress. Essentially, reforms are likely to have more impact on less powerful occupations.

Psychological contract fulfillment is a key predictor of hospital employees’ commitment and satisfaction, placing clinicians, particularly, under pressure. To retain employees, hospitals must keep their promises. Further, occupational power activates the role of obligations, with practitioners having negative outcomes and holding the organization to account until the obligations are fulfilled.

This study highlights the differential nature of the psychological contract among healthcare employee groups, with differences depending on occupational power.

The purpose of this paper is to investigate the relationships between components of the psychological contract, organisational justice, and negative affectivity (NA), with key employee outcomes (i.e. organisational commitment, job satisfaction, depression, and psychological distress) among allied health professionals.

In total, 134 (response rate of 46 per cent) Australian allied health professional completed a questionnaire.

Multiple regressions revealed that higher NA was associated with lower organisational commitment, lower job satisfaction, and higher levels of depression. The psychological contract variable, breach, was associated with depression. Informational justice was associated with organisational commitment. Distributive justice was associated with job satisfaction.

This research is limited by its cross-sectional design and that the data were self-reported. The results obtained suggest the potential utility of collecting longitudinal data to replicate and extend the results.

While NA may be beyond management control, it may be ameliorated by attention to improving communication of management decisions and by sensitivity to the elements implicit in psychological contracts. The negative consequences of contract breach may be offset by informational and distributive justice.

This study is one of the first to examine multiple measures of the psychological contract in addition to organisational justice and NA. Further, this study adds to the literature for allied health professionals, where little is known about factors contributing to their turnover.