Emilie Lapointe

International Journal of Human Resource Management 31(9) s. 1157-1179 Doi: https://doi.org/10.1080/09585192.2020.1737832

For this study, we adopted a psychological contract-based perspective to investigate whether the fulfillment of perceived developmental promises made to employees is positively related to their willingness to accept internal job-related changes when needed by the organization, a construct we refer to as the willingness to be internally employable. We also examined the role played by line managers in facilitating employees’ willingness to be internally employable by fulfilling perceived developmental promises. We tested our conceptual model with data collected from ninety-eight recently hired employees in a Norwegian organization under an initiative emphasizing employee development. We found that developmental promise fulfillment is more important for employees’ willingness to be internally employable in this context than any perceived provision of developmental inducements in isolation. Further, we found that employee perceptions of the developmental support provided by their line manager related positively to their willingness to be internally employable by way of developmental promise fulfillment; however, this was not the case with perceived developmental inducements. Our findings support the importance of developmental promise fulfillment in fostering employee willingness to be internally employable and the critical role played by line managers in fulfilling developmental promises that employees believe have been made by their organization.

Asia Pacific Journal of Management Doi: https://doi.org/10.1007/s10490-020-09729-7

In today’s global economy, self-initiated expatriates (SIEs) and host country nationals (HCNs) both represent critical human resources for organizations operating globally. Yet, because these two groups of employees have been studied separately, little is known about how SIEs’ and HCNs’ perceptions of, and attitudes towards the organization compare and diverge (vs. converge) in terms of implications for human resource management. This study aims to contribute to fill this gap by examining psychological contract breach, organizational cynicism, and organizational commitment components (i.e., affective, normative, and continuance) among a sample of 156 SIEs and HCNs working in the Chinese and Malaysian transnational education sector. Using a one-year time-lagged study, we found that compared to HCNs, SIEs experienced more organizational cynicism and less affective, normative, and continuance commitment. Moreover, the breach-organizational cynicism relationship was stronger (i.e., more positive) among SIEs than HCNs. The indirect relationships between breach and affective and continuance commitment, as mediated by organizational cynicism, were also stronger (i.e., more negative) among SIEs than HCNs. Implications for human resource management are discussed under the lens of Conservation of Resources theory.

Journal of business and psychology 35 s. 381-402 Doi: https://doi.org/10.1007/s10869-019-09628-9

Work & Stress - An International Journal of Work, Health & Organisations Doi: https://doi.org/10.1080/02678373.2018.1502835

Journal of Managerial Psychology 34(8) s. 560-572 Doi: https://doi.org/10.1108/JMP-11-2018-0534

The purpose of this paper is to understand better why employees voice. Drawing on social information processing theory and insights derived from the literature on power, the authors suggest that leader–member exchange (LMX) fosters voice by reducing the perceived risk of voicing. The authors further contend that high perceived leader power will strengthen this mediated relationship.

Journal of Occupational and Organizational Psychology Doi: https://doi.org/10.1111/joop.12273

Asia Pacific Journal of Management Doi: https://doi.org/10.1007/s10490-018-9589-5

International Journal of Human Resource Management 29 s. 2503-2523 Doi: https://doi.org/10.1080/09585192.2016.1244097

Journal of Business Ethics 148 s. 99-115 Doi: https://doi.org/10.1007/s10551-015-3002-9

Journal of Vocational Behavior 98 s. 98-107 Doi: https://doi.org/10.1016/j.jvb.2016.10.004

Journal of Occupational and Organizational Psychology 87 s. 599-624 Doi: https://doi.org/10.1111/joop.12065

Psychologie du Travail et des Organisations 4 s. 318-335 Doi: https://doi.org/10.1016/s1420-2530(16)30047-4

Journal of Vocational Behavior 83 s. 528-538 Doi: https://doi.org/10.1016/j.jvb.2013.07.008

International Journal of Business and Management (IJBM) 7 s. 3-21 Doi: https://doi.org/10.5539/ijbm.v7n1p3

Human Relations 64 s. 1609-1631 Doi: https://doi.org/10.1177/0018726711424229