Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/11769
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dc.contributor.authorHallier, Jerry-
dc.contributor.authorJames, Philip-
dc.date.accessioned2014-02-21T03:10:25Z-
dc.date.issued1997-09-
dc.identifier.urihttp://hdl.handle.net/1893/11769-
dc.description.abstractThis paper investigates the construction and enactment of the employee psychological contract by a sample of middle-level line and personnel managers responsible for introducing job change in the air traffic control sector. We show how middle managers' concerns with fulfilling their own contractual commitments to senior management are perceived to conflict with meeting obligations to subordinates under the employment agreement. Thus, we illustrate our main argument that middle managers who are exposed to more exacting performance demands and controls do not simply subordinate employee concerns to their own interests. They seek to disguise the presence and outcomes of employee disaffection and to manipulate the impressions of senior management. We conclude that far from increasing individual accountability at middle levels such stringent controls may yield interpersonal rivalry, lower standards of employee treatment and the subversion of corporate aims.en_UK
dc.language.isoen-
dc.publisherWiley-Blackwell-
dc.relationHallier J & James P (1997) Middle Managers and the Employee Psychological Contract: Agency, Protection and Advancement, Journal of Management Studies, 34 (5), pp. 703-728.-
dc.rightsThe publisher does not allow this work to be made publicly available in this Repository. Please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author. You can only request a copy if you wish to use this work for your own research or private study.-
dc.titleMiddle Managers and the Employee Psychological Contract: Agency, Protection and Advancementen_UK
dc.typeJournal Articleen_UK
dc.rights.embargodate2999-12-31T00:00:00Z-
dc.rights.embargoreasonThe publisher does not allow this work to be made publicly available in this Repository therefore there is an embargo on the full text of the work.-
dc.identifier.doihttp://dx.doi.org/10.1111/1467-6486.00069-
dc.citation.jtitleJournal of Management Studies-
dc.citation.issn0022-2380-
dc.citation.volume34-
dc.citation.issue5-
dc.citation.spage703-
dc.citation.epage728-
dc.citation.publicationstatusPublished-
dc.citation.peerreviewedRefereed-
dc.type.statusPublisher version (final published refereed version)-
dc.author.emailj.p.hallier@stir.ac.uk-
dc.contributor.affiliationSocio-Management-
dc.contributor.affiliationNATS (National Air Traffic Services Ltd)-
dc.rights.embargoterms2999-12-31-
dc.rights.embargoliftdate2999-12-31-
dc.identifier.isiA1997YD77400003-
Appears in Collections:Management, Work and Organisation Journal Articles

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