Workload has been taken outside the sphere, this variable had different relationships to the other AWS variables
with the other variables in the research. Workload had direct negative relationships with exhaustion
from the OLBI and absorption from the UWES.These findings were consistent with all the likeminded groups identified
in the research. The negative relationship reflects the fact that the AWS are expressed in terms of match
or mismatch - so a mismatch on workload is associated with high exhaustion and high absorption. Many
people in the empowered group who were very engaged in their work, reported mismatches with workload, yet the group
generally reported emphatic matches on the other areas of worklife.
I moved five of the areas of worklife
into the psychological contract in the centre of the diagram. Management
personnel have expectations in these areas as well and because respondents report them in terms of match or mismatch, there
is a sense that they are reflecting people's expectations of their work. I combined the procedural justice and management trustworthiness (CJMT) variables and
placed them within the management semi sphere.
Labour was placed in the employees’ semi sphere as this
is the expectation that management have of their employees.
I was tempted to put loyalty there as well because this was specifically mentioned by managers in the small business interviews I conducted at stage one of my research, however
procedural justice literature and the management
trustworthiness literature both suggest that employee
loyalty is EARNED by management.
