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Article
Publication date: 13 February 2009

Mark M. Suazo

The purpose of this paper is to examine the role of psychological contract violation (PCV) as a mediating variable in the relations between psychological contract breach (PCB) and…

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Abstract

Purpose

The purpose of this paper is to examine the role of psychological contract violation (PCV) as a mediating variable in the relations between psychological contract breach (PCB) and work‐related attitudes and behaviors. In addition, this study aims to expand the generalizability of psychological contract theories by examining service‐oriented employees rather than a population of managers as in most research on PCB.

Design/methodology/approach

A survey was administered to 196 service‐oriented employees working in the USA. Factor analyses (principal components, varimax rotation) were conducted on all the variables in the study to determine the factorial independence of the constructs. Hierarchical multiple regression analyses were conducted to test the main effects and mediating hypotheses.

Findings

The findings are consistent with the proposed mediation model of the study. PCV was found to fully mediate the relations between PCB and job satisfaction, organizational commitment, intentions to quit, perceived organizational support, service delivery, service‐oriented organizational citizenship behavior, and participation service‐oriented organizational citizenship behavior. PCV was found to partially mediate the relation between PCB and loyalty service‐oriented organizational citizenship behavior. PCV was not found to mediate the relation between PCB and in‐role job performance.

Research limitations/implications

The use of a cross‐sectional non‐experimental design does not allow for definitive conclusions regarding causality and there is a possibility that the results may be influenced by common method variance.

Practical implications

Managers need to carefully consider and manage the psychological contracts of their subordinates from a cognitive perspective (PCB) and an affective perspective (PCV).

Originality/value

The paper empirically examines the PCB‐PCV Outcomes model using a sample of service‐oriented employees.

Details

Journal of Managerial Psychology, vol. 24 no. 2
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 17 August 2010

Mark M. Suazo and William H. Turnley

The purpose of this paper is to examine relations between five individual differences variables (positive affectivity, negative affectivity, reciprocation wariness, equity…

4134

Abstract

Purpose

The purpose of this paper is to examine relations between five individual differences variables (positive affectivity, negative affectivity, reciprocation wariness, equity sensitivity, and Protestant work ethic) and the perception of psychological contract breach (PCB), and whether those relations are mediated by perceived organizational support (POS).

Design/methodology/approach

A survey was administered to 234 professional (i.e. white‐collar) employees in the USA. Regression analyses were conducted to test the proposed relations and mediating hypotheses.

Findings

In line with the hypothesized predictions, the findings indicate that POS fully mediated the relations between four out of the five individual difference variables examined (i.e. positive affectivity, reciprocation wariness, equity sensitivity, Protestant work ethic) and perceived PCB. In addition, POS partially mediated the relation between negative affectivity and perceived PCB.

Research limitations/implications

The use of a cross‐sectional, non‐experimental, design does not allow for conclusions to be drawn regarding causality and it is possible that the reported results may have been influenced by common method variance. Future research should examine additional individual differences and workplace contextual features.

Practical implications

Managers need to realize that some determinants of perceived PCB, and POS for that matter, are likely to be unrelated to organizational actions. Rather, perceived PCB and POS may result, in part, from an employee's individual characteristics.

Originality/value

This is the first study to provide empirical evidence that positive affectivity, negative affectivity, reciprocation wariness, equity sensitivity, and Protestant work ethic may predict the perception of PCB and that POS may mediate these relations.

Details

Journal of Managerial Psychology, vol. 25 no. 6
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 5 July 2011

Mark M. Suazo and Eugene F. Stone‐Romero

This study aims to investigate the assumed direct and indirect effects of psychological contract breach (breach) on supervisor‐rated employee behaviors of in‐role performance…

8636

Abstract

Purpose

This study aims to investigate the assumed direct and indirect effects of psychological contract breach (breach) on supervisor‐rated employee behaviors of in‐role performance, organizational citizenship behavior (OCB) directed at an individual (OCBI), and OCB directed at the organization (OCBO). The assumed indirect effects are to be investigated with psychological contract violation (violation) as a mediator of these relations. In addition, perceived organizational support (perceived support) is to be examined as a moderator of the same relations.

Design/methodology/approach

A survey was administered to 1,013 employees working in the USA and hypotheses were tested with structural equation modeling.

Findings

The results indicate that: breach is negatively related to supervisor‐rated in‐role behavior, OCBI, and OCBO; breach is positively related to violation and that violation in turn is negatively related to supervisor‐rated in‐role behavior, OCBI, and OCBO; and perceived support can strengthen the positive relation between breach and violation, and the negative relations between breach or violation and supervisor‐rated employee behaviors.

Research limitations/implications

The use of a non‐experimental design does not allow for definitive conclusions regarding causality.

Practical implications

Managers should be aware of the potential negative implications of the escalation of breach to violation on employee behaviors and the value of understanding that the level of perceived support may influence employee behaviors following breach or violation.

Originality/value

This study makes a unique contribution to the literature by being the first to examine perceived support as a moderator of the relations between breach or violation and supervisor‐rated in‐role behavior, OCBI, and OCBO.

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Article
Publication date: 26 June 2020

Muhammad Umer Azeem, Sami Ullah Bajwa, Khuram Shahzad and Haris Aslam

This paper investigates the role of psychological contract violation (PCV) as the antecedent of employee turnover intention. It also explores the role of job dissatisfaction and…

3564

Abstract

Purpose

This paper investigates the role of psychological contract violation (PCV) as the antecedent of employee turnover intention. It also explores the role of job dissatisfaction and work disengagement as the sequential underlying mechanism of a positive effect of PCV on employee turnover intention.

Design/methodology/approach

Drawing on social exchange theory (SET), the authors postulate that PCV triggers negative reciprocity behaviour in employees, which leads to job dissatisfaction and work disengagement, which in turn develop into turnover intentions. The authors tested the research model on time-lagged data from 200 managers working in the banking sector of Pakistan.

Findings

The findings confirmed the hypothesis that employees experiencing PCV raise their turnover intentions because of a feeling of organisational betrayal which makes them dissatisfied and detached from their work.

Originality/value

This research advances the body of knowledge in the area of psychological contracts by identifying the mechanisms through which PCVs translate into employee turnover intentions.

Details

Employee Relations: The International Journal, vol. 42 no. 6
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 11 May 2015

Karen Sears and Gail Sears Humiston

The purpose of this paper is to examine leader-member exchange (LMX) and perceived organizational support (POS) as moderators of the relationship between psychological contract…

3148

Abstract

Purpose

The purpose of this paper is to examine leader-member exchange (LMX) and perceived organizational support (POS) as moderators of the relationship between psychological contract violation and workplace incivility.

Design/methodology/approach

An online survey was administered to employed adults.

Findings

The association between violation and incivility was more pronounced when levels of LMX and POS were higher.

Research limitations/implications

The correlation design limits the ability to draw causal inferences. Affect models, including but not limited to affect infusion model (AIM), offer a useful framework for enhancing understanding of incivility and other forms of counterproductive work behaviors.

Practical implications

The study has contributed to knowledge about contract violation’s implications for work behaviors, such as incivility. Managers sensitive to the dynamics of contract breach may prevent feelings of violation by communicating clearly and often about expectations, resources, and procedures.

Social implications

Organizational and societal leaders may be well served by knowledge about preventing people’s intense responses to perceived violation by appropriately responding to perceived breach.

Originality/value

The study draws upon AIM as a novel approach to understanding conditions under which negative emotions are most likely to relate to workplace incivility. Moreover, the roles of social exchange variables LMX and POS have heretofore been unexplored as moderators of the violation-incivility relationship.

Details

Journal of Managerial Psychology, vol. 30 no. 4
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 2 December 2019

Dirk De Clercq and Imanol Belausteguigoitia

The purpose of this paper is to consider how employees’ perceptions of psychological contract breach, due to their sense that their organization has not kept its promises, might…

547

Abstract

Purpose

The purpose of this paper is to consider how employees’ perceptions of psychological contract breach, due to their sense that their organization has not kept its promises, might diminish their creative behavior. Yet access to two critical personal resources – emotion regulation and humor skills – might buffer this negative relationship.

Design/methodology/approach

Survey data were collected from employees in a large organization in the automobile sector.

Findings

Employees’ beliefs that their employer has not come through on its promises diminishes their engagement in creative activities. The effect is weaker among employees who can more easily control their emotions and who use humor in difficult situations.

Practical implications

For organizations, the results show that the frustrations that come with a sense of broken promises can be contained more easily to the extent that their employee bases can rely on pertinent personal resources.

Originality/value

This investigation provides a more comprehensive understanding of when perceived contract breach steers employees away from productive work activities, in the form of creativity. This damaging effect is less prominent when employees possess skills that enable them to control negative emotions or can use humor to cope with workplace adversity.

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Book part
Publication date: 27 June 2017

Terrill L. Frantz

The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to…

Abstract

The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to as “culture clash.” To provide managers with actionably insight, PRF dissects PMI risk into specific relationship-oriented phenomena, critical to outcomes and which should be addressed during PMI. This framework is a conceptual and theory-grounded integration of numerous perspectives, such as organizational psychology, group dynamics, social networks, transformational change, and nonlinear dynamics. These concepts are unified and can be acted upon by integration managers. Literary resources for further exploration into the underlying aspects of the framework are provided. The PRF places emphasis on critical facets of PMI, particularly those which are relational in nature, pose an exceptionally high degree of risk, and are recurrent sources of PMI failure. The chapter delves into relationship-oriented points of failure that managers face when overseeing PMI by introducing a relationship-based, PMI risk framework. Managers are often not fully cognizant of these risks, thus fail to manage them judiciously. These risks do not naturally abide by common scholarly classifications and cross disciplinary boundaries; they do not go unrecognized by scholars, but until the introduction of PRF the risks have not been assimilated into a unifying framework. This chapter presents a model of PMI risk by differentiating and specifying numerous types of underlying human-relationship-oriented risks, rather than considering PMI cultural conflict as a monolithic construct.

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Article
Publication date: 18 November 2024

Khaldoun I. Ababneh, Raed Ababneh, Mohammed Al Waqfi and Evangelos Dedousis

This study draws on affective events theory (AET) to propose and examine a sequential process in which expatriate employees’ perceptions of psychological contract (PC) breaches…

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Abstract

Purpose

This study draws on affective events theory (AET) to propose and examine a sequential process in which expatriate employees’ perceptions of psychological contract (PC) breaches impact their emotions (feelings of violation), which in turn influence their attitudes and ultimately their behaviors.

Design/methodology/approach

Expatriate employees (n = 228) working in the United Arab Emirates participated in an experiment with four employment scenarios created by manipulating transactional and relational PC promises. Participants, randomly assigned to each scenario, responded as if in a real job situation. Data analysis was performed using MANCOVA and structural equation modeling (SEM).

Findings

Employing an experimental design, the findings offer causal evidence that supervisors’ failure to fulfill employment promises adversely impacts expatriate employees’ perceptions of PC breaches, emotions, job satisfaction, organizational commitment, turnover intentions and performance. Consistent with the AET, the findings demonstrate that PC breaches impact expatriate employees’ emotions, which subsequently influence their attitudes and ultimately affect their behaviors.

Practical implications

The study provides recommendations for organizations and managers to improve relationships with expatriate employees and suggests actions to lessen the adverse effects of PC breaches.

Originality/value

To our knowledge, this is the first study that examined the sequential process suggested by the AET in the context of PC and expatriation, establishing that PC breaches impact expatriate employees’ emotions, which in turn affect their attitudes and ultimately their behaviors.

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2049-8799

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Book part
Publication date: 16 July 2018

Jaron Harvey, Mark C. Bolino and Thomas K. Kelemen

For decades organizational citizenship behavior (OCB) has been of interest to scholars and practitioners alike, generating a significant amount of research exploring the concept…

Abstract

For decades organizational citizenship behavior (OCB) has been of interest to scholars and practitioners alike, generating a significant amount of research exploring the concept of what citizenship behavior is, and its antecedents, correlates, and consequences. While these behaviors have been and will continue to be valuable, there are changes in the workplace that have the potential to alter what types of OCBs will remain important for organizations in the future, as well as what types of opportunities for OCB exist for employees. In this chapter we consider the influence of 10 workplace trends related to human resource management that have the potential to influence both what types of citizenship behaviors employees engage in and how often they may engage in them. We build on these 10 trends that others have identified as having the potential to shape the workplace of the future, which include labor shortages, globalization, immigration, knowledge-based workers, increase use of technology, gig work, diversity, changing work values, the skills gap, and employer brands. Based on these 10 trends, we develop propositions about how each trend may impact OCB. We consider not only how these trends will influence the types of citizenship and opportunities for citizenship that employees can engage in, but also how they may shape the experiences of others related to OCB, including organizations and managers.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78756-322-3

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Article
Publication date: 4 August 2020

Dirk De Clercq, Muhammad Umer Azeem and Inam Ul Haq

This study unpacks the relationship between violations of organizational promises, as perceived by employees and their job performance, considering the mediating effects of…

1200

Abstract

Purpose

This study unpacks the relationship between violations of organizational promises, as perceived by employees and their job performance, considering the mediating effects of job-related anxiety and moderating effects of psychological contract type.

Design/methodology/approach

Multi-source, multi-wave data were collected from employees and their supervisors in Pakistan.

Findings

Feelings of organizational betrayal may reduce job performance due to the higher anxiety that employees experience in their daily work. This mediating role of enhanced job-related anxiety in turn is stronger to the extent that employees believe that their psychological contract contains relational obligations but weaker when it contains transactional obligations.

Practical implications

The study gives organizational decision makers pertinent insights into how they can mitigate the risk that employees who are angry about broken organizational promises stay away from performance-enhancing work activities, namely, by managing the expectations that come along with psychological contracts. In so doing, they can avoid imposing dual harms on employees, from both a sense that they have been betrayed and the risk of lower performance ratings.

Originality/value

This study offers expanded insights into the process that underpins the translation of psychological contract violations into diminished job performance, by pinpointing the simultaneous roles of experienced job-related anxiety and beliefs about employer obligations.

Details

Personnel Review, vol. 50 no. 2
Type: Research Article
ISSN: 0048-3486

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