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  1. Untangling Employee Loyalty: A Psychological Contract Perspective.David W. Hart & Jeffery A. Thompson - 2007 - Business Ethics Quarterly 17 (2):297-323.
    Although business ethicists have theorized frequently about the virtues and vices of employee loyalty, the concept of loyalty remainsloosely defined. In this article, we argue that viewing loyalty as a cognitive phenomenon—an attitude that resides in the mind of theindividual—helps to clarify definitional inconsistencies, provides a finer-grained analysis of the concept, and sheds additional light on theethical implications of loyalty in organizations. Specifically, we adopt the psychological contract perspective to analyze loyalty’s cognitivedimensions, and treat loyalty as an individual-level construction of (...)
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    Psychological Contracts: A Nano-Level Perspective on Social Contract Theory.Jeffery A. Thompson & David W. Hart - 2006 - Journal of Business Ethics 68 (3):229-241.
    Social contract theory has been criticized as a “theory in search of application.” We argue that incorporating the nano, or individual, level of analysis into social contract inquiry will yield more descriptive theory. We draw upon the psychological contract perspective to address two critiques of social contract theory: its rigid macro-orientation and inattention to the process of contract formation. We demonstrate how a psychological contract approach offers practical insight into the impact of social contracting on day-to-day human interaction. We then (...)
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    Untangling Employee Loyalty.David W. Hart & Jeffery A. Thompson - 2007 - Business Ethics Quarterly 17 (2):297-323.
    Although business ethicists have theorized frequently about the virtues and vices of employee loyalty, the concept of loyalty remainsloosely defined. In this article, we argue that viewing loyalty as a cognitive phenomenon—an attitude that resides in the mind of theindividual—helps to clarify definitional inconsistencies, provides a finer-grained analysis of the concept, and sheds additional light on theethical implications of loyalty in organizations. Specifically, we adopt the psychological contract perspective to analyze loyalty’s cognitivedimensions, and treat loyalty as an individual-level construction of (...)
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    Spirituality and Archetype in Organizational Life.David W. Hart & F. Neil Brady - 2005 - Business Ethics Quarterly 15 (3):409-428.
    Spirituality is an undeniable human need and is thus the subject of increasing interest among management scholars and practitioners. In this article, we propose using archetypal psychology as a framework for understanding the human need for spirituality more clearly because it provides important insights into spirituality and organizational life. Because most spiritual needs reside in the deepest aspects of the self, an archetypal approach helps us recognize not only that we have spiritual needs but also why we have them. We (...)
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    Untangling the Loyalty Debate.David W. Hart & Jeffery A. Thompson - 2006 - Proceedings of the International Association for Business and Society 17:9-14.
    Loyalty, whether moral duty or dangerous attachment, is a cognitive phenomenon — an attitude that resides in the mind of the individual. In this article, weconsider loyalty from a psychological contract perspective – that is, as an individual-level construction of perceived reciprocal obligations. Viewing loyalty in this way helps clarify definitional inconsistencies, provides a finer-grained analysis of the concept, and sheds additional light on the ethical implications of loyalty in organizations. We present a threetiered framework for conceptualizing loyalty which also (...)
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    Psychological Contracts.Jeffery A. Thompson & David W. Hart - 2005 - Proceedings of the International Association for Business and Society 16:38-43.
    Social contract theory has been criticized as a “theory in search of application.” We argue that incorporating the nano- or individual level of analysis into social contract inquiry will yield more descriptive theory. We draw upon the psychological contract perspective to address two critiques of social contract theory: its rigid macro orientation and inattention to the process of contract formation. We demonstrate how a psychological contract approach offers practical insight into the impact of social contracting on day-today human interaction.
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