Abstract
We integrate the concept of signaling theory to propose that organizations create psychological and legal contracts through
their human resource management practices (HRM). Focusing on the strength of the signal generated by HRM practices, we develop
a framework for contract creation. Specifically, we define and outline how weak signals generate psychological contracts and
strong signals develop legally binding contracts. We provide several examples of HRM hiring practices, the weak and strong
signals which they emit and the psychological and legal contracts which they create. Our key contribution is to provide a
precise model for understanding the distinction between a psychological and legal contract.
their human resource management practices (HRM). Focusing on the strength of the signal generated by HRM practices, we develop
a framework for contract creation. Specifically, we define and outline how weak signals generate psychological contracts and
strong signals develop legally binding contracts. We provide several examples of HRM hiring practices, the weak and strong
signals which they emit and the psychological and legal contracts which they create. Our key contribution is to provide a
precise model for understanding the distinction between a psychological and legal contract.
- Content Type Journal Article
- Pages 1-18
- DOI 10.1007/s10672-011-9169-z
- Authors
- Mark M. Suazo, Department of Management and International Business, Raj Soin College of Business, Wright State University, Dayton, OH, USA
- Patricia G. MartÃnez, Department of Management, College of Business Administration, Loyola Marymount University, Los Angeles, CA, USA
- Rudy Sandoval, Department of Management, College of Business, University of Texas at San Antonio One UTSA Circle, San Antonio, TX 78249-0634, USA
- Journal Employee Responsibilities and Rights Journal
- Online ISSN 1573-3378
- Print ISSN 0892-7545