Does team orientation matter? Linking work engagement and relational psychological contract with performance

Purpose The cultural transformation introduces team orientation as a powerful tool to reconfigure the human capital to become more productive. The purpose of this paper is to try to uncover two folds: first is to check the direct effects of employees’ work engagement and rational psychological contract on contextual performance and job satisfaction and second is to investigate the moderating effect of team orientation in-between above-stated relationships. Design/methodology/approach The self-administrated questionnaires and simple random sampling are used to collect data from 380 employees of banking and insurance sector. Findings The findings reveal that work engagement and relational psychological contract have positive relationships with employees’ contextual performance and job satisfaction. Furthermore, the presence of team orientation has strengthened effect on direct existing relationships. Practical implications This study adds the body of knowledge by providing insights into team orientation in different avenues. For practice side, it is important to discourse the work engagement of employee and their relational psychological contract to enhance the contextual performance. Moreover, high work engagement leads to high commitment level and ultimately increases the level of job satisfaction. Originality/value The contemporary research is lacking with respect to the empirical investigation of team orientation, more particularly, in relationship to human psychology factors. This unique model is addressing the real time issue by providing insights to relational psychological contract, employees work engagement, contextual performance and job satisfaction.