International Handbook of Work and Health Psychology by Cary L. Cooper, James Campbell Quick, Marc J. Schabracq

By Cary L. Cooper, James Campbell Quick, Marc J. Schabracq

Now in its 3rd variation, this authoritative instruction manual bargains a entire and up to date survey of labor and overall healthiness psychology.Updated version of a hugely profitable handbookFocuses at the utilized points of labor and overall healthiness psychologyNew chapters conceal rising topics during this quickly growing  fieldPrestigious group of editors and members

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5 POLICIES AND PRACTICES TO PROMOTE THE PSYCHOLOGICAL CONTRACT If, as we have shown, the psychological contract is associated with workrelated health and well-being, then it makes sense to develop policies and practices that are likely to promote fulfilment and more particularly prevent violation of the psychological contract. In the regular national surveys reported by Guest and Conway, we explored a range of organizational antecedents of the psychological contract. The findings were fairly consistent.

A daily diary study of affective responses to psychological contact breach and exceeded promises. Journal of Organizational Behavior, 23, 287–302. Conway, N. & Briner, R. (2005). Understanding Psychological Contracts at Work: A Critical Evaluation of Theory and Research. Oxford: Oxford University Press. Cullinane, N. & Dundon, T. (2006). The psychological contract: a critical review. International Journal of Management Reviews, 8(2), 113–29. Dabos, G. & Rousseau, D. (2004). Mutuality and reciprocity in the psychological contracts of employees and employers.

Such clear implications of the positive outcomes of supervisor supports and the buffering of negative outcomes argues for targeting supervisor support in interventions aimed at decreasing burnout and increasing engagement at work. , 2002). e. Mitchell & Ambrose, 2007). , 2001), factors that prevent or ameliorate aggression (Schat & Kelloway, 2000, 2003; Dupr´e & Barling, 2006), and its incidence in comparison to lesser forms of conflict, namely, incivility (Baron & Neuman 1996). 7 Negative Outcomes Aggression in the workplace causes considerable problems for the target and the organizational environment.

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