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This study identified patterns of psychological contract (PC) and examined how these patterns were related to employee well-being and in-role performance over time (T1-T3). PC was measured at T1 based on cross-sectional data and well-being and performance longitudinally in two consecutive years (T1−T3) among university employees. Latent profile analysis revealed six different patterns of PC at T1. These were labelled (1) strong and balanced (n = 131), (2) average and balanced (n = 382), (3) employer-focused (n = 79), (4) employee-focused (n = 59), (5) balanced transactional (n = 224) and (6) employee-focused relational (n = 322). The longitudinal findings showed that the employees in PC patterns 1 and 2 experienced more vigour at T1-T3 than those in pattern 5, while the employees in pattern 2 reported higher proficiency at work at T1-T2 than those in pattern 6. Employee job satisfaction did not vary between patterns. Altogether, the PC pattern that included many different obligations on the part of both employee and employer seemed to result in better employee well-being and in-role performance. [ABSTRACT FROM AUTHOR]

This study investigated work–family conflict (WFC) and enrichment (WFE) in relation to job exhaustion and turnover intentions among long-term temporary (n =384) and permanent (n= 430) workers. We used three-wave data collected among Finnish university employees in 3 consecutive years. The participants were either permanently or temporarily employed for the whole 3-year period. The results showed that permanent employees reported both higher WFC and WFE during the follow-ups than temporary employees. Temporary workers reported higher job exhaustion and turnover intentions compared to permanent workers. Job contract functioned as a moderator: high WFC showed a prospective effect on increased turnover intentions in permanent employees. In contrast, temporary employees benefited more from high WFE, which showed a prospective effect on reduced job exhaustion in temporary employees. The results suggest that measures taken to improve work–family balance could have different implications for long-term temporary and permanent workers. [ABSTRACT FROM AUTHOR]

In modern Western life it is difficult to avoid work–family conflict. Therefore the resources that might reduce its negative outcomes on well-being and job attitudes come into focus. Our study contributes to the work–family conflict literature by exploring the indirect (moderator) and direct role of three work- and organization-related resources, i.e., job control, family supportive climate, organization-based self-esteem (OBSE), in the work-to-family conflict and well-being/job attitude relationship. Theoretically, the study tested the recently developed Job Demands–Resources (JD-R) model in the Scandinavian context. Data for the study were gathered from three differing Finnish organizations (health care district, ICT company, Cardboard mill; n=1252). In line with the predictions of the JD-R model, job demands (time- and strain-based work-to-family conflict) were more robustly associated with strain-based outcomes (physical symptoms), whereas job resources (job control, family supportive climate, OBSE) were more strongly linked to motivational-based outcomes (job satisfaction, organizational commitment). Both job control and family supportive climate moderated the relationships studied; high job control and family supportive climate buffered against the aversive effects of work-to-family conflict on well-being and job attitudes. These indirect effects also varied in relation to the independent, moderator, and dependent variables. However, OBSE did not operate as a buffering factor, although it showed significant direct effects. From a practical viewpoint, our findings suggest that job control and family supportive climate are resources that help employees to reduce the negative effects related to work–family conflict. [ABSTRACT FROM AUTHOR]