Antecedents and consequences of relational components of the new psychological contract

The literature regarding the new psychological contract suggests that the traditional paternalistic employer–employee relationship in U.S. companies has eroded. We investigated the relationship between relational components of the new psychological contract (personal responsibility for career development, commitment to type of work, and expectations of job insecurity), work experiences (involuntary job loss, organizational change, voluntary job change, and violation of obligations), and work outcomes (job satisfaction, participation in development activities, and intention to remain with the employer). We hypothesized that managerial and professional employees' level of agreement with relational components of the new psychological contract would mediate the relationship between their work experiences and work outcomes. In partial support of the model, we found that level of agreement with relational components of the new psychological contract mediated the relationship between work experiences and intention to remain with the employer and job satisfaction. Contrary to the model, no relationship was found among work experiences, level of agreement with relational components of the new psychological contract, and participation in development activities. Copyright © 1999 John Wiley & Sons, Ltd.     

Is career management related to employee development and performance?

The career management process involves career exploration, development of career goals, and use of career strategies to obtain career goals. The relationship between different aspects of the career management process and employee development behavior and performance was examined in this study. Employees provided information concerning their personal characteristics, career management strategies, their manager's support for career development, and willingness to participate in development activities. Managers provided ratings of each employee's job performance and developmental behavior. Position, manager's support for development, environmental exploration, and distance from career goal explained significant variance in employees' willingness to participate in development activities and developmental behavior. Career management was not significantly related to performance ratings. Research and practical implications of the study findings are discussed.     

Nonfatal injuries following Hurricane Katrina--New Orleans, Louisiana, 2005

The Journal of Safety Research has partnered with the National Center for Injury Prevention and Control at the Centers for Disease Control and Prevention (CDC) in Atlanta, Georgia, USA, to briefly report on some of the latest findings in the research community. This report is the fourth edition in a series of CDC articles. BACKGROUND: An active injury and illness surveillance system was established by the Centers for Disease Control and Prevention (CDC) along with the Louisiana Department of Health and Hospitals (LDHH) in the aftermath of Hurricane Katrina in functioning hospitals and medical clinics. RESULTS: The surveillance system recorded 7,543 nonfatal injuries among residents and relief workers between September 8-October 14, 2005. The leading mechanisms of injury identified in both groups were fall and cut/stab/pierce, with a greater proportion of residents compared to relief workers injured during the repopulation period. Clean-up was the most common activity at the time of injury for both groups. CONCLUSION: Injuries documented through this system underscore the need for surveillance of exposed populations to determine the injury burden and initiate injury prevention activities and health communication campaigns.     

Willingness to accept mobility opportunities: Destination makes a difference

Previous research on employee willingness to accept mobility opportunities involving geographic relocation has generally not specified characteristics of potential destination communities. However, studies of employee adjustment following relocation suggest that community characteristics are critical to employee satisfaction. In order to better understand the factors that influence employees' acceptance of mobility opportunities, we investigated differences in both levels and antecedents of willingness to accept mobility opportunities involving relocation between similar communities and relocation between dissimilar communities. Results suggest that employees were particularly reluctant to accept moves between dissimilar communities, and that the role of career factors, community attachment, and location preferences as antecedents varied depending on the specific nature of the mobility opportunity. Implications for research and practice are discussed.