This page has only limited features, please log in for full access.
Psychological contract (PC) has received great theoretical and research interest in the framework of the employment relationship. Although current research has described its consequences using several different perspectives, less attention has been placed on examining how PC develops. The current time‐lagged study tests a model that incorporates three social exchange indicators: employer contract fulfillment, PC violation, and organizational justice. Using a two‐wave survey data from 203 Spanish workers, we test a serial multiple mediation model that identifies the mechanism to explain the reciprocal exchange between the individual and the organization. The results provide evidence that employer contract fulfillment influences employees' contribution in return over time through the sense of PC violation and perceptions of organizational justice.
Yolanda Estreder; Inés Tomás; José Ramos; Francisco J. Gracia. It is hard to forget what comes around: Time‐lagged effects of employers' non‐fulfillment of psychological contract. Human Resource Development Quarterly 2021, 1 .
AMA StyleYolanda Estreder, Inés Tomás, José Ramos, Francisco J. Gracia. It is hard to forget what comes around: Time‐lagged effects of employers' non‐fulfillment of psychological contract. Human Resource Development Quarterly. 2021; ():1.
Chicago/Turabian StyleYolanda Estreder; Inés Tomás; José Ramos; Francisco J. Gracia. 2021. "It is hard to forget what comes around: Time‐lagged effects of employers' non‐fulfillment of psychological contract." Human Resource Development Quarterly , no. : 1.
Michelle Renecle; Francisco J. Gracia; Inés Tomas; José M. Peiró. Developing Mindful Organizing in Teams: A Participation Climate is not Enough, Teams Need to Feel Safe to Challenge their Leaders. Revista de Psicología del Trabajo y de las Organizaciones 2020, 36, 181 -193.
AMA StyleMichelle Renecle, Francisco J. Gracia, Inés Tomas, José M. Peiró. Developing Mindful Organizing in Teams: A Participation Climate is not Enough, Teams Need to Feel Safe to Challenge their Leaders. Revista de Psicología del Trabajo y de las Organizaciones. 2020; 36 (3):181-193.
Chicago/Turabian StyleMichelle Renecle; Francisco J. Gracia; Inés Tomas; José M. Peiró. 2020. "Developing Mindful Organizing in Teams: A Participation Climate is not Enough, Teams Need to Feel Safe to Challenge their Leaders." Revista de Psicología del Trabajo y de las Organizaciones 36, no. 3: 181-193.
A supportive upward voice environment is critical in nuclear power plants in order to provide energy in a sustainable manner. In high–reliability organizations, front–line employees’ suggestions and concerns enable the early identification of potential problems that might have catastrophic consequences (e.g., a nuclear accident). Despite this, previous research has mostly focused on person–centered antecedents of upward voice and, to a lesser extent, the influence of the supervisor–subordinate relationship, while neglecting the importance of the organizational context. This study responds to the aforementioned research lacuna. It examined the relationship between participative decision making and upward voice, and the mediating role of trust in leadership in this relationship. Moreover, it further extends previous research by examining the role of safety climate, which is expected to moderate both the direct and the indirect effect of participative decision making on upward voice. The sample was composed of 495 workers from two nuclear power plants from the same organization. Findings supported the hypothesized moderated mediation model: the indirect effect of participative decision making (PDM) on upward voice via trust in leadership was contingent upon the level of the safety climate. The indirect effect became weaker as the safety climate increased. These findings support the relevance of the organizational context.
Inmaculada Silla; Francisco J. Gracia; José M. Peiró. Upward Voice: Participative Decision Making, Trust in Leadership and Safety Climate Matter. Sustainability 2020, 12, 3672 .
AMA StyleInmaculada Silla, Francisco J. Gracia, José M. Peiró. Upward Voice: Participative Decision Making, Trust in Leadership and Safety Climate Matter. Sustainability. 2020; 12 (9):3672.
Chicago/Turabian StyleInmaculada Silla; Francisco J. Gracia; José M. Peiró. 2020. "Upward Voice: Participative Decision Making, Trust in Leadership and Safety Climate Matter." Sustainability 12, no. 9: 3672.
Psychological contract (PC) constitutes a theoretical framework for; explaining labor relationships, and it has been considered as a; mediation step between structural variables and processes and work and; organizational outcomes. Whereas PC (un)fulfillment; showed consistent relationships with variables such as job satisfaction, organizational commitment, performance, or absenteeism, the effects of PC; violation (emotional answers that develop after perceptions of PC; breach) have been less investigated. In addition, structural antecedents; of PC constructs had included Human Resources (HR) practices. This paper aims to extend; research on PC and its role as a mediator between HR practices and work; outcomes, both at individual and organizational levels. Specifically, we; examined the impact of human resource practices on employee performance; and sickness absences through a sequence of supervisor support, PC; fulfillment and PC violation. In a sample of 4648 employees from 214; companies of seven different countries, our results indicate that high-commitment; human resource practices were significantly and negatively; related to PC violation through supervisor support and positively to PC; fulfillment; in turn, PC violation was negatively related to employee; performance and positively to sick leave. These relationships at the; individual level were partially replicated at the organizational level, developing partial homologous models and showing that shared perceptions; about HR practices lead to shared perceptions on PC affecting collective; outcomes. Therefore, the findings shed new light on PC theory, regarding; the mediating role of PC constructs and negative emotions in the; relationships between HR practices and support from supervisors and performance at individual and organizational levels.
Felisa Latorre; José Ramos; Francisco J. Gracia; Inés Tomás. How high-commitment HRM relates to PC violation and outcomes: The mediating role of supervisor support and PC fulfilment at individual and organizational levels. European Management Journal 2019, 38, 462 -476.
AMA StyleFelisa Latorre, José Ramos, Francisco J. Gracia, Inés Tomás. How high-commitment HRM relates to PC violation and outcomes: The mediating role of supervisor support and PC fulfilment at individual and organizational levels. European Management Journal. 2019; 38 (3):462-476.
Chicago/Turabian StyleFelisa Latorre; José Ramos; Francisco J. Gracia; Inés Tomás. 2019. "How high-commitment HRM relates to PC violation and outcomes: The mediating role of supervisor support and PC fulfilment at individual and organizational levels." European Management Journal 38, no. 3: 462-476.
The aim of this paper is to develop and test a model in which empowering leadership is expected to contribute to developing mindful organizing, which in turn should contribute to safety compliance and safety participation. Empowering leadership was measured at Time 1, and the rest of the variables were measured two years later (Time 2). The sample used for the analyses in this study included 49 teams and 200 employees from a company in the nuclear generation industry with three different sites. The multilevel structural equation analysis performed to test the proposed model revealed an acceptable fit, and most of the paths were statistically significant and presented the expected sign. Results supported mindful organizing as a full mediator in the relationship between empowering leadership and the change in safety compliance. However, the mediator role of mindful organizing in the relationship between empowering leadership and the change in safety participation was not supported. Implications of these findings for the development of a theoretical framework for mindful organizing and practical implications are outlined.
Francisco J. Gracia; Inés Tomás; Mario Martínez-Córcoles; José M. Peiró. Empowering leadership, mindful organizing and safety performance in a nuclear power plant: A multilevel structural equation model. Safety Science 2019, 123, 104542 .
AMA StyleFrancisco J. Gracia, Inés Tomás, Mario Martínez-Córcoles, José M. Peiró. Empowering leadership, mindful organizing and safety performance in a nuclear power plant: A multilevel structural equation model. Safety Science. 2019; 123 ():104542.
Chicago/Turabian StyleFrancisco J. Gracia; Inés Tomás; Mario Martínez-Córcoles; José M. Peiró. 2019. "Empowering leadership, mindful organizing and safety performance in a nuclear power plant: A multilevel structural equation model." Safety Science 123, no. : 104542.
Berrin Erdogan; Inés Tomás; Víctor Valls; Francisco J. Gracia. Perceived overqualification, relative deprivation, and person-centric outcomes: The moderating role of career centrality. Journal of Vocational Behavior 2018, 107, 233 -245.
AMA StyleBerrin Erdogan, Inés Tomás, Víctor Valls, Francisco J. Gracia. Perceived overqualification, relative deprivation, and person-centric outcomes: The moderating role of career centrality. Journal of Vocational Behavior. 2018; 107 ():233-245.
Chicago/Turabian StyleBerrin Erdogan; Inés Tomás; Víctor Valls; Francisco J. Gracia. 2018. "Perceived overqualification, relative deprivation, and person-centric outcomes: The moderating role of career centrality." Journal of Vocational Behavior 107, no. : 233-245.
This paper presents the Safety Culture Enactment Questionnaire (SCEQ), designed to assess the degree to which safety is an enacted value in the day-to-day running of nuclear power plants (NPPs). The SCEQ is based on a theoretical safety culture model that is manifested in three fundamental components of the functioning and operation of any organization: strategic decisions, human resources practices, and daily activities and behaviors. The extent to which the importance of safety is enacted in each of these three components provides information about the pervasiveness of the safety culture in the NPP. To validate the SCEQ and the model on which it is based, two separate studies were carried out with data collection in 2008 and 2014, respectively. In Study 1, the SCEQ was administered to the employees of two Spanish NPPs (N=533) belonging to the same company. Participants in Study 2 included 598 employees from the same NPPs, who completed the SCEQ and other questionnaires measuring different safety outcomes (safety climate, safety satisfaction, job satisfaction and risky behaviors). Study 1 comprised item formulation and examination of the factorial structure and reliability of the SCEQ. Study 2 tested internal consistency and provided evidence of factorial validity, validity based on relationships with other variables, and discriminant validity between the SCEQ and safety climate. Exploratory Factor Analysis (EFA) carried out in Study 1 revealed a three-factor solution corresponding to the three components of the theoretical model. Reliability analyses showed strong internal consistency for the three scales of the SCEQ, and each of the 21 items on the questionnaire contributed to the homogeneity of its theoretically developed scale. Confirmatory Factor Analysis (CFA) carried out in Study 2 supported the internal structure of the SCEQ; internal consistency of the scales was also supported. Furthermore, the three scales of the SCEQ showed the expected correlation patterns with the measured safety outcomes. Finally, results provided evidence of discriminant validity between the SCEQ and safety climate. We conclude that the SCEQ is a valid, reliable instrument supported by a theoretical framework, and it is useful to measure the enactment of safety culture in NPPs.
Borja López de Castro; Francisco J. Gracia; Inés Tomás; José M. Peiró. The Safety Culture Enactment Questionnaire (SCEQ): Theoretical model and empirical validation. Accident Analysis & Prevention 2017, 103, 44 -55.
AMA StyleBorja López de Castro, Francisco J. Gracia, Inés Tomás, José M. Peiró. The Safety Culture Enactment Questionnaire (SCEQ): Theoretical model and empirical validation. Accident Analysis & Prevention. 2017; 103 ():44-55.
Chicago/Turabian StyleBorja López de Castro; Francisco J. Gracia; Inés Tomás; José M. Peiró. 2017. "The Safety Culture Enactment Questionnaire (SCEQ): Theoretical model and empirical validation." Accident Analysis & Prevention 103, no. : 44-55.
Felisa Latorre; David Guest; Jose Ramos; Francisco J. Gracia. High commitment HR practices, the employment relationship and job performance: A test of a mediation model. European Management Journal 2016, 34, 328 -337.
AMA StyleFelisa Latorre, David Guest, Jose Ramos, Francisco J. Gracia. High commitment HR practices, the employment relationship and job performance: A test of a mediation model. European Management Journal. 2016; 34 (4):328-337.
Chicago/Turabian StyleFelisa Latorre; David Guest; Jose Ramos; Francisco J. Gracia. 2016. "High commitment HR practices, the employment relationship and job performance: A test of a mediation model." European Management Journal 34, no. 4: 328-337.
In the contemporary context of high competitiveness between organizations, organizational learning culture and knowledge management (KM) have been considered key concepts in both academic and managerial settings. This study aims to provide empirical support for the relationship between organizational learning culture and knowledge management, specifically concerning the prediction of learning culture on KM processes. Data collection was carried out through questionnaires in 50 Portuguese manufacturing firms. Data was analyzed at the organizational level using standard multiple regressions. The results showed a significant and positive relationship between learning culture and KM practices. Concerning the two dimensions of learning culture, internal integration was the main predictor for KM formal practices, KM informal practices and strategic management of knowledge, whereas the external adaptation dimension was shown to predict only the strategic management of knowledge. The present study contributes to theoretical and empirical findings concerning the relationship between learning culture and knowledge management processes
Susana Schmitz; Teresa Rebelo; Francisco J. Gracia; Inés Tomàs. Learning culture and knowledge management processes: To what extent are they effectively related? Revista de Psicología del Trabajo y de las Organizaciones 2014, 30, 113 -121.
AMA StyleSusana Schmitz, Teresa Rebelo, Francisco J. Gracia, Inés Tomàs. Learning culture and knowledge management processes: To what extent are they effectively related? Revista de Psicología del Trabajo y de las Organizaciones. 2014; 30 (3):113-121.
Chicago/Turabian StyleSusana Schmitz; Teresa Rebelo; Francisco J. Gracia; Inés Tomàs. 2014. "Learning culture and knowledge management processes: To what extent are they effectively related?" Revista de Psicología del Trabajo y de las Organizaciones 30, no. 3: 113-121.
Safety compliance is of paramount importance in guaranteeing the safe running of nuclear power plants. However, it depends mostly on procedures that do not always involve the safest outcomes. This article introduces an empirical model based on the organizational role theory to analyze the influence of legitimate sources of expectations (procedures formalization and leadership) on workers’ compliance behaviors. The sample was composed of 495 employees from two Spanish nuclear power plants. Structural equation analysis showed that, in spite of some problematic effects of proceduralization (such as role conflict and role ambiguity), procedure formalization along with an empowering leadership style lead to safety compliance by clarifying a worker's role in safety. Implications of these findings for safety research are outlined, as well as their practical implications.
Mario Martínez-Córcoles; Francisco J. Gracia; Inés Tomàs; José M. Peiró. Strengthening Safety Compliance in Nuclear Power Operations: A Role-Based Approach. Risk Analysis 2014, 34, 1257 -1269.
AMA StyleMario Martínez-Córcoles, Francisco J. Gracia, Inés Tomàs, José M. Peiró. Strengthening Safety Compliance in Nuclear Power Operations: A Role-Based Approach. Risk Analysis. 2014; 34 (7):1257-1269.
Chicago/Turabian StyleMario Martínez-Córcoles; Francisco J. Gracia; Inés Tomàs; José M. Peiró. 2014. "Strengthening Safety Compliance in Nuclear Power Operations: A Role-Based Approach." Risk Analysis 34, no. 7: 1257-1269.
This paper takes the first steps to empirically validate the widely used model of safety culture of the International Atomic Energy Agency (IAEA), composed of five dimensions, further specified by 37 attributes. To do so, three independent and complementary studies are presented. First, 290 students serve to collect evidence about the face validity of the model. Second, 48 experts in organizational behavior judge its content validity. And third, 468 workers in a Spanish nuclear power plant help to reveal how closely the theoretical five-dimensional model can be replicated. Our findings suggest that several attributes of the model may not be related to their corresponding dimensions. According to our results, a one-dimensional structure fits the data better than the five dimensions proposed by the IAEA. Moreover, the IAEA model, as it stands, seems to have rather moderate content validity and low face validity. Practical implications for researchers and practitioners are included.
Borja López de Castro; Francisco J. Gracia; José M. Peiró; Luca Pietrantoni; Ana Hernández. Testing the validity of the International Atomic Energy Agency (IAEA) safety culture model. Accident Analysis & Prevention 2013, 60, 231 -244.
AMA StyleBorja López de Castro, Francisco J. Gracia, José M. Peiró, Luca Pietrantoni, Ana Hernández. Testing the validity of the International Atomic Energy Agency (IAEA) safety culture model. Accident Analysis & Prevention. 2013; 60 ():231-244.
Chicago/Turabian StyleBorja López de Castro; Francisco J. Gracia; José M. Peiró; Luca Pietrantoni; Ana Hernández. 2013. "Testing the validity of the International Atomic Energy Agency (IAEA) safety culture model." Accident Analysis & Prevention 60, no. : 231-244.
Mario Martínez-Córcoles; Francisco J. Gracia; Inés Tomás; Jose M. Peiro; Markus Schöbel. Empowering team leadership and safety performance in nuclear power plants: A multilevel approach. Safety Science 2013, 51, 293 -301.
AMA StyleMario Martínez-Córcoles, Francisco J. Gracia, Inés Tomás, Jose M. Peiro, Markus Schöbel. Empowering team leadership and safety performance in nuclear power plants: A multilevel approach. Safety Science. 2013; 51 (1):293-301.
Chicago/Turabian StyleMario Martínez-Córcoles; Francisco J. Gracia; Inés Tomás; Jose M. Peiro; Markus Schöbel. 2013. "Empowering team leadership and safety performance in nuclear power plants: A multilevel approach." Safety Science 51, no. 1: 293-301.
Safety participation is of paramount importance in guaranteeing the safe running of nuclear power plants. The present study examined the effects of empowering leadership on safety participation. Based on a sample of 495 employees from two Spanish nuclear power plants, structural equation modeling showed that empowering leadership has a significant relationship with safety participation, which is mediated by collaborative team learning. In addition, the results revealed that the relationship between empowering leadership and collaborative learning is partially mediated by the promotion of dialogue and open communication. The implications of these findings for safety research and their practical applications are outlined. An empowering leadership style enhances workers' safety performance, particularly safety participation behaviors. Safety participation is recommended to detect possible rule inconsistencies or misunderstood procedures and make workers aware of critical safety information and issues.
Mario Martínez-Córcoles; Markus Schöbel; Francisco J. Gracia; Inés Tomás; Jose M. Peiro. Linking empowering leadership to safety participation in nuclear power plants: A structural equation model. Journal of Safety Research 2012, 43, 215 -221.
AMA StyleMario Martínez-Córcoles, Markus Schöbel, Francisco J. Gracia, Inés Tomás, Jose M. Peiro. Linking empowering leadership to safety participation in nuclear power plants: A structural equation model. Journal of Safety Research. 2012; 43 (3):215-221.
Chicago/Turabian StyleMario Martínez-Córcoles; Markus Schöbel; Francisco J. Gracia; Inés Tomás; Jose M. Peiro. 2012. "Linking empowering leadership to safety participation in nuclear power plants: A structural equation model." Journal of Safety Research 43, no. 3: 215-221.
Francisco J. Gracia; José Ramos; José María Peiró; Amparo Caballer; Beatriz Sora. Actitudes laborales y bienestar de los trabajadores temporales de Europa e Israel. Revista Internacional del Trabajo 2011, 130, 253 -275.
AMA StyleFrancisco J. Gracia, José Ramos, José María Peiró, Amparo Caballer, Beatriz Sora. Actitudes laborales y bienestar de los trabajadores temporales de Europa e Israel. Revista Internacional del Trabajo. 2011; 130 (3-4):253-275.
Chicago/Turabian StyleFrancisco J. Gracia; José Ramos; José María Peiró; Amparo Caballer; Beatriz Sora. 2011. "Actitudes laborales y bienestar de los trabajadores temporales de Europa e Israel." Revista Internacional del Trabajo 130, no. 3-4: 253-275.
Applying an innovative typology based on preference for temporary employment and perceived employability, the authors empirically examine four types of temporary workers (and a group of permanent workers for comparison). In a sample of 1,300 employees from six countries, they find significant differences between the four types on a broad set of variables – including demographic and job characteristics, attitude and insecurity – but not in life satisfaction and well‐being. They conclude with an argument against the equation of temporary employment with low‐skilled workers unable to find a permanent job, stressing the valuable implications of more sensitive research for policy‐making on flexicurity.
Francisco J. Gracia; José Ramos; José María Peiró; Amparo Caballer; Beatriz Sora. Job attitudes, behaviours and well-being among different types of temporary workers in Europe and Israel. International Labour Review 2011, 150, 235 -254.
AMA StyleFrancisco J. Gracia, José Ramos, José María Peiró, Amparo Caballer, Beatriz Sora. Job attitudes, behaviours and well-being among different types of temporary workers in Europe and Israel. International Labour Review. 2011; 150 (3-4):235-254.
Chicago/Turabian StyleFrancisco J. Gracia; José Ramos; José María Peiró; Amparo Caballer; Beatriz Sora. 2011. "Job attitudes, behaviours and well-being among different types of temporary workers in Europe and Israel." International Labour Review 150, no. 3-4: 235-254.
Francisco J. Gracia; José Ramos; José María Peiró; Amparo Caballer; Beatriz Sora. Bien-être, attitudes et comportements au travail des travailleurs temporaires en Europe et en Israël. Revue internationale du Travail 2011, 150, 253 -275.
AMA StyleFrancisco J. Gracia, José Ramos, José María Peiró, Amparo Caballer, Beatriz Sora. Bien-être, attitudes et comportements au travail des travailleurs temporaires en Europe et en Israël. Revue internationale du Travail. 2011; 150 (3-4):253-275.
Chicago/Turabian StyleFrancisco J. Gracia; José Ramos; José María Peiró; Amparo Caballer; Beatriz Sora. 2011. "Bien-être, attitudes et comportements au travail des travailleurs temporaires en Europe et en Israël." Revue internationale du Travail 150, no. 3-4: 253-275.
Leadership is considered an essential element in guaranteeing the safe running of organizations. The purpose of the present study is to find out how leader behaviours influence employees’ safety behaviours (perceived safety behaviours) in the nuclear field. In an attempt to answer this question, the authors of this research have considered the way this influence is exercised, taking into consideration some important factors like safety culture and safety climate. To achieve this, the empowerment leadership model, based on a behavioural approach to leadership, was used. The sample was made up of 566 employees from a Spanish nuclear power plant. The results indicated that when safety culture was strong, leader behaviour generated a higher safety climate among the members, which predicted their perceived safety behaviours. Support was found for a structural model linking leadership and safety behaviour to safety culture and safety climate. The implications of these findings for the theory of safety and the way they can be put into practice are outlined.
Mario Martínez-Córcoles; Francisco Gracia; Inés Tomás; José M. Peiró. Leadership and employees’ perceived safety behaviours in a nuclear power plant: A structural equation model. Safety Science 2011, 49, 1118 -1129.
AMA StyleMario Martínez-Córcoles, Francisco Gracia, Inés Tomás, José M. Peiró. Leadership and employees’ perceived safety behaviours in a nuclear power plant: A structural equation model. Safety Science. 2011; 49 (8):1118-1129.
Chicago/Turabian StyleMario Martínez-Córcoles; Francisco Gracia; Inés Tomás; José M. Peiró. 2011. "Leadership and employees’ perceived safety behaviours in a nuclear power plant: A structural equation model." Safety Science 49, no. 8: 1118-1129.
One of the distinctive features of this study is the opportunity to compare the responses of employers and employees. The aim of this chapter is to determine the level of agreement about the content and fulfilment of the psychological contract. A second aim is to determine whether higher levels of agreement are associated with more positive outcomes. The results reveal relatively modest levels of agreement about promises made, agreement being somewhat higher with respect to permanent rather than temporary workers. With respect to fulfilment of promises, there is a fair degree of reciprocity with both parties tending to report moderate fulfilment. Higher levels of agreement about promises made and fulfilled are not strongly associated with more positive outcomes; rather it is the measure of fairness that is more important in determining outcomes. This raises questions about the role of mutuality in the exchange at the heart of the psychological contract.
Kerstin Isaksson; Francisco J. Gracia; Amparo Caballer; José Maria Peiró; David E. Guest; Hans De Witte. Mutuality and Reciprocity in the Psychological Contracts of Temporary and Permanent Workers. Employment Contracts, Psychological Contracts, and Employee Well-Being 2010, 161 -183.
AMA StyleKerstin Isaksson, Francisco J. Gracia, Amparo Caballer, José Maria Peiró, David E. Guest, Hans De Witte. Mutuality and Reciprocity in the Psychological Contracts of Temporary and Permanent Workers. Employment Contracts, Psychological Contracts, and Employee Well-Being. 2010; ():161-183.
Chicago/Turabian StyleKerstin Isaksson; Francisco J. Gracia; Amparo Caballer; José Maria Peiró; David E. Guest; Hans De Witte. 2010. "Mutuality and Reciprocity in the Psychological Contracts of Temporary and Permanent Workers." Employment Contracts, Psychological Contracts, and Employee Well-Being , no. : 161-183.
A key feature of the research is the inclusion of employers' representatives from all organizations in the study. This chapter outlines their reported reasons for employing temporary workers and shows that it is primarily to provide flexibility when covering absences or peaks in demand. It compares their treatment of permanent and temporary workers and reveals a more limited and more transactional relationship with temporary workers. And it describes their assessment of the performance of both categories of worker, finding that employers report slightly higher levels of satisfaction with the performance of temporary workers. However policy and practice associated with the employment of temporary workers is, for the most part, not strongly related to employers' accounts of the performance of permanent and temporary workers.
Kerstin Isaksson; José María Peiró; Claudia Bernhard‐Oettel; Amparo Caballer; Francisco J. Gracia; José Ramos; David E. Guest; Hans De Witte. Flexible Employment and Temporary Contracts: The Employer's Perspective. Employment Contracts, Psychological Contracts, and Employee Well-Being 2010, 45 -64.
AMA StyleKerstin Isaksson, José María Peiró, Claudia Bernhard‐Oettel, Amparo Caballer, Francisco J. Gracia, José Ramos, David E. Guest, Hans De Witte. Flexible Employment and Temporary Contracts: The Employer's Perspective. Employment Contracts, Psychological Contracts, and Employee Well-Being. 2010; ():45-64.
Chicago/Turabian StyleKerstin Isaksson; José María Peiró; Claudia Bernhard‐Oettel; Amparo Caballer; Francisco J. Gracia; José Ramos; David E. Guest; Hans De Witte. 2010. "Flexible Employment and Temporary Contracts: The Employer's Perspective." Employment Contracts, Psychological Contracts, and Employee Well-Being , no. : 45-64.
Job insecurity and employees' attitudes: the moderating role of fairness
Inmaculada Silla; Francisco J. Gracia; Miguel Angel Mañas; José M. Peiró. Job insecurity and employees' attitudes: the moderating role of fairness. International Journal of Manpower 2010, 31, 449 -465.
AMA StyleInmaculada Silla, Francisco J. Gracia, Miguel Angel Mañas, José M. Peiró. Job insecurity and employees' attitudes: the moderating role of fairness. International Journal of Manpower. 2010; 31 (4):449-465.
Chicago/Turabian StyleInmaculada Silla; Francisco J. Gracia; Miguel Angel Mañas; José M. Peiró. 2010. "Job insecurity and employees' attitudes: the moderating role of fairness." International Journal of Manpower 31, no. 4: 449-465.