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Abstract
In this paper, we examine the evolving nature of employee-organization relationship (EOR) in a Japanese company from the perspective of psychological contracts and organizational commitment, using empirical methods on data from 3,789 employees of a large Japanese pharmaceutical company. The results show that how affective commitment, continuance commitment, and psychological contracts change differ. On the one hand, psychological contracts and continuance commitment can change both incrementally and discontinuously. On the other hand, employees' affective commitment can change only when they experience discontinuous career change (vertical movement, functional movement, and radial horizontal movement). Implications for Japanese organizations managing EOR and perspectives on future research are discussed.
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Abstract
In this paper, we examine the evolving nature of employee-organization relationship (EOR) in a Japanese company from the perspective of psychological contracts and organizational commitment, using empirical methods on data from 3,789 employees of a large Japanese pharmaceutical company. The results show that how affective commitment, continuance commitment, and psychological contracts change differ. On the one hand, psychological contracts and continuance commitment can change both incrementally and discontinuously. On the other hand, employees' affective commitment can change only when they experience discontinuous career change (vertical movement, functional movement, and radial horizontal movement). Implications for Japanese organizations managing EOR and perspectives on future research are discussed.