Paul Jansen - Academia.edu (original) (raw)
Papers by Paul Jansen
Journal of Organizational Behavior
The post-violation model of the psychological contract outlines four ways in which a psychologica... more The post-violation model of the psychological contract outlines four ways in which a psychological contract may be resolved after breach (i.e., psychological contract thriving, reactivation, impairment, and dissolution). To explore the implications of this model for post-breach restoration of organizational commitment, we recorded dynamic patterns of organizational commitment across a fine-grained longitudinal design in a sample of young academics who reported breach events while undergoing job changes (N = 109). By tracking organizational commitment up until 10 weeks after the first reported breach event, we ascertain that employees may indeed bounce back from a breach incidence, albeit that some employees do so more successfully than others. We further demonstrate that the emotional impact of the breach and post-breach perceived organizational support are related to the success of the breach resolution process. Additionally, we reveal a nonlinear component in post-breach trajector...
The current paper investigated the longitudinal effects of mass career customization (MCC) on job... more The current paper investigated the longitudinal effects of mass career customization (MCC) on job attitudes and objective career outcomes of employees in a professional service firm in the Netherlands. Based on theory on individualization of career trajectories, it was expected that the possibility for employees to customize their careers would be positively related to their job attitudes and subsequent objective career success, as indicated by their levels of affective commitment, work engagement, and received salary and bonuses. However, these effects were expected to occur primarily under the combination of high manager support for implementation of career customization and, based on lifespan theory, older workers, since customization fulfills their increased heterogeneous career preferences. A three-wave longitudinal study largely showed support for the study hypotheses; the relation between MCC use and work engagement and subsequent career success was stronger for older workers who received support for MCC, while the relation between MCC use and commitment was negative for older workers who received low support. The study shows the benefits of career customization in organizations by showing the conditions under which these benefits will manifest.
The current paper investigated age-related differences in the relations of psychological contract... more The current paper investigated age-related differences in the relations of psychological contract breach with work outcomes over time. Based on affective events theory, we expected job satisfaction to mediate the longitudinal relationship of contract breach with changes in job performance. Moreover, based on socio-emotional selectivity theory, it was predicted that reactions to contract breach on job satisfaction and job performance would be stronger among younger workers than older workers. This two-wave panel study among 240 employees investigated interactions of age with psychological contract breach in relation to changes in job satisfaction and job performance over time. Moderated structural equation modeling showed that job satisfaction partially mediated the longitudinal relationships between contract breach and job performance. Moreover, the analyses supported socio-emotional selectivity theory; older workers reacted less intensely to psychological contract breach towards job satisfaction and job performance, indicating a general decreased responsiveness of older workers towards the psychological contract. It is concluded that age plays an important role in how contract breaches relate to changes in work outcomes over time.
Purpose-The aim of this paper is to investigate how social exchanges modify the relationship betw... more Purpose-The aim of this paper is to investigate how social exchanges modify the relationship between psychological contract breach and work performance. It aims to present two concurrent hypotheses, based on theoretical interaction effects of social exchanges (conceptualized as social exchange relationships, POS, and trust). Design/methodology/approach-Data were collected from a sample of 266 employees in a service sector company in the USA. Regression analysis was used to explore the moderating effects of social exchanges on the relationships between psychological contract breach and work performance (operationalized as in-role behaviors and organizational citizenship behaviors). Findings-It was found that the negative relationship between psychological contract breach and work performance was moderated by social exchanges, such that the relationship was stronger for employees with high social exchange relationship, perceived organizational support, and trust. Research limitations/implications-The data were collected cross-sectionally, and thus causal inferences have to be made with caution. Moreover, the data were collected from a single source. The study shows that the relations between contract breach and outcomes are moderated by the existing relationship between employee and organization. Practical implications-Although organizations may invest in long-term relationships with their employees, psychological contract breaches have a profound impact on work performance. Therefore, organizations should diminish perceptions of contract breach; for instance by providing realistic expectations. Originality/value-The paper provides new theoretical insights on how social exchange can have two distinct effects on the breach-outcomes relations. It shows that social exchanges moderate the relations between contract breach and work performance.
… Resource Management, 2001
The relationship between HRM and firm performance has been a hotly debated topic over the last de... more The relationship between HRM and firm performance has been a hotly debated topic over the last decade, with the great bulk of the primary scientific research coming from the USA and, to a lesser extent, the UK. Here we start with an overview of this research so as to give a frame of reference to compare the findings from the Netherlands. These findings are interesting because they reflect the so-called Rhineland model of industrial relations, in which legislation, institutions and stakeholders all play an important role in shaping HRM policies and practices. So the proclaimed relationship between corporate strategies, aligned HRM policies and their subsequent effect on performance is, in a Dutch setting, significantly moderated by institutions and stakeholders inside and outside the organization.
RElEVantIE VooR dE pRaktIjk Het huidige onderzoek toont aan hoe werkmotivatie van werknemers die ... more RElEVantIE VooR dE pRaktIjk Het huidige onderzoek toont aan hoe werkmotivatie van werknemers die na de pensioengerechtigde leeftijd nog werkzaam zijn, gestimuleerd kan worden. Dit is belangrijk in verband met vergrijzing van de beroepsbevolking en de noodzaak om oudere werknemers langer in dienst te houden. matthijs Bal, Paul Jansen, mandy van der Velde, Annet de Lange en Denise rousseau de rol van toekomstperspectief in het psychologisch contract van oudere werknemers Organisatie en management
Journal of Vocational …, 2008
The aim of this study was to examine the influence of age in the relation between psychological c... more The aim of this study was to examine the influence of age in the relation between psychological contract breach and the development of job attitudes. Based on affective events, social exchange, and lifespan theory, we hypothesized that (1) psychological contract breach would be related negatively to job attitudes, and (2) that age would moderate these relations. The hypotheses were tested by means of a meta-analysis of k = 60 studies, using Weighted Least Squares estimation. Our results supported both hypotheses for the outcomes trust and organizational commitment. However, for job satisfaction the moderating influence of age was in the unexpected direction. The relations between contract breach and trust and organizational commitment were indeed stronger for younger workers, whereas the relation between contract breach and job satisfaction was stronger for older workers. The implications are discussed, and a research agenda is presented.
We investigated tempora1 trends in the validity of an assessment center consisting of a group dis... more We investigated tempora1 trends in the validity of an assessment center consisting of a group discussion and an analysis/presentation exercise, for predicting career advancement as measured by average salary growth over a 7-year period, for a sample of 679 academic graduates. The validity of the overall assessment rating (OAR) for persons with tenure of 7 years, corrected for initial differences in starting salaries, restriction in range, was .39. There was a considerable time variation in the validity of both the OAR and assessment center dimensions. In accordance with findings hom research in managerial effectiveness and development, the dimension interpersonal effectiveness only became valid after a number of years, while the dimension fknness was predictive in the whole period and increased in time. For comparison, validity trends for two types of interviews and a mental test were also studied. 2 The Dynamics of Assessment Center Validity: Results of a Seven Year Study An extensive body of knowledge exists about the predictive validity of assessment centers. Assessment centers have predictive validity for work-related criteria such as career potential or appraisal of overall job performance (Gaugler et al., 1987; Schmitt et al. 1984). However, a genera1 problem for evaluating assessment center validity, especially in the case of career advancement, is criterion contamination. In that case, later promotion decisions are indirectly and inadvertently based on the initial assessment center rating (Klimoski & Brickner, 1987). Therefore research into Zong-ferm, uncontaminated assessment center validity is needed. But, the variation in validity of assessment centers with time is unclear (Gaugler et al., 1987). Particularly, it is unclear whether the generally observed decline in predictive validity of selection instruments (Hulin, Henry & Noon, 1990), also is the case for the assessment center (Barre& Alexander & Doverspike, 1992). Predictive validity of assessment centers has been found to remain more or less unaffected, decrease or increase with time (Tziner, Ronen & Hacohen, 1993). In addition, there exists little research in which tempora1 trends in assessment center validity are compared to validity pattems of other predictors used in the same sample (Hunter & Hunter, 1984). The present study investigates time-dependent pattems in assessment center validity. In addition, the incremental validity of the assessment center with respect to such other predictors as the interview and a mental test is investigated. LONG TERM ASSESSMENT CENTER VALIDITY Assessment centers are in particular predictive for 'advancement criteria' such as career progress, salw advancement, long-term promotion, and potential development (Bray, Campbell & Grant, 1974; Ritchie, 1994; Scholz & Schuier, 1993). An obvious advancement criterion is salary growth (Tziner et al., 1993). Salary leve1 or current job grade (which correlates highly with salary leve1 in most organizations) are used as criterion of management success by, for example, Hinrichs (1978) and Mitchel(l975). It is also used in the present study. The Management Progress Study has produced mixed results (Thomton & Byham, 1982) with respect to the variation of assessment center validity with time. For the sample of 207 college graduates recruited in 195 7-1960 as management trainees for a telephone company, the validity of assessment result and leve1 actually achieved, has decreased fi-om a maximum of .46 in the early years (personal communication by Howard, 1981, in T'homton & Byham, 1982, p.254) to .33 in the sixteenth year. So the trend in validity appears to be inverted-U shaped. However, for the non-college group (n=148) the validity only decreased fiom .46 to .40 indicating a flattening validity curve with decreasing gains in predictive power. Also Slivinski, Grant, Bourgeois & Pederson (1977) found mixed results with respect to the predictive validity over time of the overall assessment rating (OAR) for salary. In the metaanalysis by Gaugler et al. (1987), there was no significant relation between assessment center validities and the time at which criterion measures were taken. In contrast with this, Tziner et al. (1993) investigating the validity of a managerial assessment center for a yearly rating of potential for upper management, found that the validity of the OAR for potential for upper-leve1 management decreased with time. Finally, an increase in the validity of the OAR for advancement criteria such as rank attained or salary growth was found in the longitudinal studies by Anstey (1977), Hinrichs (1978), McEvoy & Beatty (1989), Mitchel(1975), and Moses (1971; see Huck, 1977). Concluding, studies on long-term assessment center validity have produced equivocal results; in addition, al1 were conducted in North-American or British organizations (Feltham, 1988). Mitchel(l975) proposed two explanations for the variability of validity with time. The fïrst explanation concentrates on changes in critical work elements as a consequente of organizational and societal developments, the second on job changes during an individual's career.
Gedrag & Organisatie [Behavior and organisation], 2005
... Aangezien het tege-lijkertijd schatten van het meet-en structuurmodel in onze analyses tot pr... more ... Aangezien het tege-lijkertijd schatten van het meet-en structuurmodel in onze analyses tot pro-blemen zou leiden (onvoldoende power per leeftijdsgroep, Bentler & Chou, 1987; Schumacker & Lomax, 1996), gaan we in deze studie ervan uit dat de gemeten variabelen goede ...
Occupational health psychology: European perspectives on research, education and practice, 2006
This chapter addresses the impact of the factor age in occupational health research, and examines... more This chapter addresses the impact of the factor age in occupational health research, and examines whether relations between psychosocial work characteristics and indicators of mental health differ as a function of age. To test these relations we used data from a longitudinal study on the Dutch work situation, and included different agerelated variables (as indicators of different operationalisations of the factor age). The relation between work and mental health was examined for three different age groups, namely for older workers (> 50 yrs old; N = 154), young workers (< 35 yrs old; N = 99), and middle-aged workers (35-50 yrs old; N = 327). As relevant age-related variables to explain age-related effects in the relation between work and mental health we included company tenure, health status, and home situation. Multiple subgroup regression analyses revealed evidence for longitudinal effects of work characteristics on indicators of mental health (after controlling for the aforementioned age-related variables as potential moderators). We conclude that designing a challenging, but not too demanding, work environments is an important step in maintaining or improving the mental health of all age groups.
Journal of Organizational Behavior
The post-violation model of the psychological contract outlines four ways in which a psychologica... more The post-violation model of the psychological contract outlines four ways in which a psychological contract may be resolved after breach (i.e., psychological contract thriving, reactivation, impairment, and dissolution). To explore the implications of this model for post-breach restoration of organizational commitment, we recorded dynamic patterns of organizational commitment across a fine-grained longitudinal design in a sample of young academics who reported breach events while undergoing job changes (N = 109). By tracking organizational commitment up until 10 weeks after the first reported breach event, we ascertain that employees may indeed bounce back from a breach incidence, albeit that some employees do so more successfully than others. We further demonstrate that the emotional impact of the breach and post-breach perceived organizational support are related to the success of the breach resolution process. Additionally, we reveal a nonlinear component in post-breach trajector...
The current paper investigated the longitudinal effects of mass career customization (MCC) on job... more The current paper investigated the longitudinal effects of mass career customization (MCC) on job attitudes and objective career outcomes of employees in a professional service firm in the Netherlands. Based on theory on individualization of career trajectories, it was expected that the possibility for employees to customize their careers would be positively related to their job attitudes and subsequent objective career success, as indicated by their levels of affective commitment, work engagement, and received salary and bonuses. However, these effects were expected to occur primarily under the combination of high manager support for implementation of career customization and, based on lifespan theory, older workers, since customization fulfills their increased heterogeneous career preferences. A three-wave longitudinal study largely showed support for the study hypotheses; the relation between MCC use and work engagement and subsequent career success was stronger for older workers who received support for MCC, while the relation between MCC use and commitment was negative for older workers who received low support. The study shows the benefits of career customization in organizations by showing the conditions under which these benefits will manifest.
The current paper investigated age-related differences in the relations of psychological contract... more The current paper investigated age-related differences in the relations of psychological contract breach with work outcomes over time. Based on affective events theory, we expected job satisfaction to mediate the longitudinal relationship of contract breach with changes in job performance. Moreover, based on socio-emotional selectivity theory, it was predicted that reactions to contract breach on job satisfaction and job performance would be stronger among younger workers than older workers. This two-wave panel study among 240 employees investigated interactions of age with psychological contract breach in relation to changes in job satisfaction and job performance over time. Moderated structural equation modeling showed that job satisfaction partially mediated the longitudinal relationships between contract breach and job performance. Moreover, the analyses supported socio-emotional selectivity theory; older workers reacted less intensely to psychological contract breach towards job satisfaction and job performance, indicating a general decreased responsiveness of older workers towards the psychological contract. It is concluded that age plays an important role in how contract breaches relate to changes in work outcomes over time.
Purpose-The aim of this paper is to investigate how social exchanges modify the relationship betw... more Purpose-The aim of this paper is to investigate how social exchanges modify the relationship between psychological contract breach and work performance. It aims to present two concurrent hypotheses, based on theoretical interaction effects of social exchanges (conceptualized as social exchange relationships, POS, and trust). Design/methodology/approach-Data were collected from a sample of 266 employees in a service sector company in the USA. Regression analysis was used to explore the moderating effects of social exchanges on the relationships between psychological contract breach and work performance (operationalized as in-role behaviors and organizational citizenship behaviors). Findings-It was found that the negative relationship between psychological contract breach and work performance was moderated by social exchanges, such that the relationship was stronger for employees with high social exchange relationship, perceived organizational support, and trust. Research limitations/implications-The data were collected cross-sectionally, and thus causal inferences have to be made with caution. Moreover, the data were collected from a single source. The study shows that the relations between contract breach and outcomes are moderated by the existing relationship between employee and organization. Practical implications-Although organizations may invest in long-term relationships with their employees, psychological contract breaches have a profound impact on work performance. Therefore, organizations should diminish perceptions of contract breach; for instance by providing realistic expectations. Originality/value-The paper provides new theoretical insights on how social exchange can have two distinct effects on the breach-outcomes relations. It shows that social exchanges moderate the relations between contract breach and work performance.
… Resource Management, 2001
The relationship between HRM and firm performance has been a hotly debated topic over the last de... more The relationship between HRM and firm performance has been a hotly debated topic over the last decade, with the great bulk of the primary scientific research coming from the USA and, to a lesser extent, the UK. Here we start with an overview of this research so as to give a frame of reference to compare the findings from the Netherlands. These findings are interesting because they reflect the so-called Rhineland model of industrial relations, in which legislation, institutions and stakeholders all play an important role in shaping HRM policies and practices. So the proclaimed relationship between corporate strategies, aligned HRM policies and their subsequent effect on performance is, in a Dutch setting, significantly moderated by institutions and stakeholders inside and outside the organization.
RElEVantIE VooR dE pRaktIjk Het huidige onderzoek toont aan hoe werkmotivatie van werknemers die ... more RElEVantIE VooR dE pRaktIjk Het huidige onderzoek toont aan hoe werkmotivatie van werknemers die na de pensioengerechtigde leeftijd nog werkzaam zijn, gestimuleerd kan worden. Dit is belangrijk in verband met vergrijzing van de beroepsbevolking en de noodzaak om oudere werknemers langer in dienst te houden. matthijs Bal, Paul Jansen, mandy van der Velde, Annet de Lange en Denise rousseau de rol van toekomstperspectief in het psychologisch contract van oudere werknemers Organisatie en management
Journal of Vocational …, 2008
The aim of this study was to examine the influence of age in the relation between psychological c... more The aim of this study was to examine the influence of age in the relation between psychological contract breach and the development of job attitudes. Based on affective events, social exchange, and lifespan theory, we hypothesized that (1) psychological contract breach would be related negatively to job attitudes, and (2) that age would moderate these relations. The hypotheses were tested by means of a meta-analysis of k = 60 studies, using Weighted Least Squares estimation. Our results supported both hypotheses for the outcomes trust and organizational commitment. However, for job satisfaction the moderating influence of age was in the unexpected direction. The relations between contract breach and trust and organizational commitment were indeed stronger for younger workers, whereas the relation between contract breach and job satisfaction was stronger for older workers. The implications are discussed, and a research agenda is presented.
We investigated tempora1 trends in the validity of an assessment center consisting of a group dis... more We investigated tempora1 trends in the validity of an assessment center consisting of a group discussion and an analysis/presentation exercise, for predicting career advancement as measured by average salary growth over a 7-year period, for a sample of 679 academic graduates. The validity of the overall assessment rating (OAR) for persons with tenure of 7 years, corrected for initial differences in starting salaries, restriction in range, was .39. There was a considerable time variation in the validity of both the OAR and assessment center dimensions. In accordance with findings hom research in managerial effectiveness and development, the dimension interpersonal effectiveness only became valid after a number of years, while the dimension fknness was predictive in the whole period and increased in time. For comparison, validity trends for two types of interviews and a mental test were also studied. 2 The Dynamics of Assessment Center Validity: Results of a Seven Year Study An extensive body of knowledge exists about the predictive validity of assessment centers. Assessment centers have predictive validity for work-related criteria such as career potential or appraisal of overall job performance (Gaugler et al., 1987; Schmitt et al. 1984). However, a genera1 problem for evaluating assessment center validity, especially in the case of career advancement, is criterion contamination. In that case, later promotion decisions are indirectly and inadvertently based on the initial assessment center rating (Klimoski & Brickner, 1987). Therefore research into Zong-ferm, uncontaminated assessment center validity is needed. But, the variation in validity of assessment centers with time is unclear (Gaugler et al., 1987). Particularly, it is unclear whether the generally observed decline in predictive validity of selection instruments (Hulin, Henry & Noon, 1990), also is the case for the assessment center (Barre& Alexander & Doverspike, 1992). Predictive validity of assessment centers has been found to remain more or less unaffected, decrease or increase with time (Tziner, Ronen & Hacohen, 1993). In addition, there exists little research in which tempora1 trends in assessment center validity are compared to validity pattems of other predictors used in the same sample (Hunter & Hunter, 1984). The present study investigates time-dependent pattems in assessment center validity. In addition, the incremental validity of the assessment center with respect to such other predictors as the interview and a mental test is investigated. LONG TERM ASSESSMENT CENTER VALIDITY Assessment centers are in particular predictive for 'advancement criteria' such as career progress, salw advancement, long-term promotion, and potential development (Bray, Campbell & Grant, 1974; Ritchie, 1994; Scholz & Schuier, 1993). An obvious advancement criterion is salary growth (Tziner et al., 1993). Salary leve1 or current job grade (which correlates highly with salary leve1 in most organizations) are used as criterion of management success by, for example, Hinrichs (1978) and Mitchel(l975). It is also used in the present study. The Management Progress Study has produced mixed results (Thomton & Byham, 1982) with respect to the variation of assessment center validity with time. For the sample of 207 college graduates recruited in 195 7-1960 as management trainees for a telephone company, the validity of assessment result and leve1 actually achieved, has decreased fi-om a maximum of .46 in the early years (personal communication by Howard, 1981, in T'homton & Byham, 1982, p.254) to .33 in the sixteenth year. So the trend in validity appears to be inverted-U shaped. However, for the non-college group (n=148) the validity only decreased fiom .46 to .40 indicating a flattening validity curve with decreasing gains in predictive power. Also Slivinski, Grant, Bourgeois & Pederson (1977) found mixed results with respect to the predictive validity over time of the overall assessment rating (OAR) for salary. In the metaanalysis by Gaugler et al. (1987), there was no significant relation between assessment center validities and the time at which criterion measures were taken. In contrast with this, Tziner et al. (1993) investigating the validity of a managerial assessment center for a yearly rating of potential for upper management, found that the validity of the OAR for potential for upper-leve1 management decreased with time. Finally, an increase in the validity of the OAR for advancement criteria such as rank attained or salary growth was found in the longitudinal studies by Anstey (1977), Hinrichs (1978), McEvoy & Beatty (1989), Mitchel(1975), and Moses (1971; see Huck, 1977). Concluding, studies on long-term assessment center validity have produced equivocal results; in addition, al1 were conducted in North-American or British organizations (Feltham, 1988). Mitchel(l975) proposed two explanations for the variability of validity with time. The fïrst explanation concentrates on changes in critical work elements as a consequente of organizational and societal developments, the second on job changes during an individual's career.
Gedrag & Organisatie [Behavior and organisation], 2005
... Aangezien het tege-lijkertijd schatten van het meet-en structuurmodel in onze analyses tot pr... more ... Aangezien het tege-lijkertijd schatten van het meet-en structuurmodel in onze analyses tot pro-blemen zou leiden (onvoldoende power per leeftijdsgroep, Bentler & Chou, 1987; Schumacker & Lomax, 1996), gaan we in deze studie ervan uit dat de gemeten variabelen goede ...
Occupational health psychology: European perspectives on research, education and practice, 2006
This chapter addresses the impact of the factor age in occupational health research, and examines... more This chapter addresses the impact of the factor age in occupational health research, and examines whether relations between psychosocial work characteristics and indicators of mental health differ as a function of age. To test these relations we used data from a longitudinal study on the Dutch work situation, and included different agerelated variables (as indicators of different operationalisations of the factor age). The relation between work and mental health was examined for three different age groups, namely for older workers (> 50 yrs old; N = 154), young workers (< 35 yrs old; N = 99), and middle-aged workers (35-50 yrs old; N = 327). As relevant age-related variables to explain age-related effects in the relation between work and mental health we included company tenure, health status, and home situation. Multiple subgroup regression analyses revealed evidence for longitudinal effects of work characteristics on indicators of mental health (after controlling for the aforementioned age-related variables as potential moderators). We conclude that designing a challenging, but not too demanding, work environments is an important step in maintaining or improving the mental health of all age groups.