Ideological Currency in the Psychological Contracts of Corporate Manufacturing Employees
- 250 Downloads
Previous research on employee psychological contracts has focused on three different types of expectations that workers have of their employers: transactional exchange of economic currency, relational exchange of socioemotional currency, and, more recently, covenantal exchange of ideological currency. This last type of currency, however, has been studied almost entirely in nonprofit workplaces among employees in helping professions (e.g., healthcare, education) who hold advanced degrees. Although not explicit in the extant literature, the implication of such is that expressions of ideological currency may be limited to certain types of professions. In the present study, we therefore analyzed both white and blue-collar employees’ ideological expectations in a corporate, for-profit, manufacturing environment. Using 1492 responses to an open-ended question received from an email survey, we found that 36% contained an expression of ideological currency, with an additional 44.8% possessing a possible expression of ideological currency. Comparisons of these expressions reveal many similarities between white and blue-collar employees within this organization as well as between these employees and those found in the published literature from workers in other industries. We discuss the implications of these findings for theory and future research.
KeywordsPsychological contract Ideological Professional
Compliance with Ethical Standards
All procedures performed in studies involving human participants were in accordance with the ethical standards of the institutional and/or national research committee and with the 1964 Helsinki declaration and its later amendments or comparable ethical standards.
Conflict of Interest
The authors declare that they have no conflict of interest.
Human and Animal Rights
This article does not contain any studies with animals performed by either of the authors.
Informed consent was obtained from all individual participants included in the study.
- Argyris, C. (1960). Understanding organizational behavior. Homewood Ill: The Dorsey Press, Inc..Google Scholar
- Bingham, J. B. (2005). Multiple obligations: Distinguishing the dimensionality and confirming the role of ideology within the psychological contract framework (Unpublished doctoral dissertation). Texas A&M University, College Station.Google Scholar
- Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.Google Scholar
- Cheves, J. (2015). Three Kentucky county clerks refuse to issue marriage licenses; protest help in Rowan County. The Lexington herald leader, retrieved from http://www.kentucky.com.
- Corbin, J., & Strauss, A. (2008). Basics of qualitative research (3rd ed.). Thousand Oaks: Sage.Google Scholar
- Liptak, A. (2015). Supreme Court says Kentucky clerk must let gay couples marry. The New York Times, retrieved from http://www.nytimes.com.
- MacNeil, I. (1985). Relational contract: what we do and do not know. Wisconsin Law Review, 1985, 483–525.Google Scholar
- Morrison, E., & Robinson, S. (1997). When employees feel betrayed: a model of how psychological contract violation develops. Academy of Management Review, 22(1), 226–256.Google Scholar
- O’Donohue, W., & Nelson, L. (2009a). The psychological contracts of Australian hospital volunteer workers. Australian Journal on Volunteering, 14(2), 1–11.Google Scholar
- Obergefell vs. Hodges, 135 S. Ct. 2584 (2015).Google Scholar
- Rao, K., & Pennington, J. (2013). Should the third reminder be sent? The role of survey response timing on web survey results. The Market Research Society, 55, 651–674.Google Scholar
- Rousseau, D. (1995). Psychological contracts in organizations. Thousand Oaks: Sage.Google Scholar
- Rousseau, D., & McLean Parks, J. (1993). The contracts of individuals and organizations. Research in Organizational Behavior, 15, 1–43.Google Scholar
- Thompson, J., & Bunderson, S. (2003). Violations of principle: ideological currency in the psychological contract. Academy of Management Review, 28(4), 571–586.Google Scholar