Corrosion of trust: violation of psychological contracts as a reason for turnover amongst social workers

Abstract

Staff shortage in the social sector is a serious problem in several countries and the high turnover rate of professional social workers presents a major challenge to the professional field. Social workers distinguish themselves as a particularly exposed occupational group, reporting higher workloads and more difficult demands in comparison with other human service workers. Inspired by psychological contract theory, the objective of this study was to describe social workers’ turnover processes that lead to a decision to quit after a perceived violation of a psychological contract. Thirty-one interviews were conducted with former statutory social workers who had voluntarily resigned from their jobs during the preceding year. The analysis identified four themes in the turnover processes stemming from perceptions of organisational failure to fulfil promises concerning the provision of: (1) a balance between demands and resources at work, (2) a balance between efforts and rewards, (3) organisational professional ethics, and (4) responsible human resource practices. The results highlight how organisational responses to work-related dissatisfactions by social workers seem to enhance their conviction of psychological contract breaches and perceptions of contract violations, resulting in turnover. An important conclusion is that public sector employers need to reconsider their personnel strategies and practices in order to start rebuilding trust and creating a more positive work climate.