Abstract
This study has two primary aims: (1) to investigate the relationship between how the newcomer perceives employer promises psychological contract breach, and (2) to understand how these rates change over time. A total of 222 newcomers at major Korean companies were surveyed twice at a three-month interval. Results showed that both levels of perceived employer promise and psychological contract breach decreased over time as individuals accumulated real job experience. Also, the change in perceived employer promises was positively related to the change in breach perception. As their perceived employer promise level decreases over time, newcomers perceived fewer psychological contract breaches. This study provides evidence that a newcomer’s breach perception could result from overestimation of employer promise and that job experience plays a role in adjusting employer promise perception to an appropriate level, thereby lowering breach perception. These findings suggest that newcomers’ breach perception may be different from that of existing employees, due to incomplete initial understanding of employer promise, leading to increased frequency of breach perception. Practitioners may also benefit from education on new approaches for managing newcomers’ breach perception.
Highlights
Psychological contract breach has been found to have a negative influence on a variety of individual work attitudes and behaviors, including job satisfaction(Tekleab & Taylor, 2003), in-role and extra-role performance(Lester, Turnley, Bloodgood, & Bolino, 2002; Robinson, 1996; Turnley & Feldman, 2000), and trust and organizational commitment(Lester et al, 2002; Robinson, 1996)
This study suggests that newcomers' perceptions for the employer promise could be considered to be a cause of psychological contract breach
The results of this study suggest that newcomers have an high perception of employer promises, which is related to the high level of breach perception during initial stages of employment
Summary
Psychological contract breach has been found to have a negative influence on a variety of individual work attitudes and behaviors, including job satisfaction(Tekleab & Taylor, 2003), in-role and extra-role performance(Lester, Turnley, Bloodgood, & Bolino, 2002; Robinson, 1996; Turnley & Feldman, 2000), and trust and organizational commitment(Lester et al, 2002; Robinson, 1996). It has been suggested that human resources practices(Guest & Conway, 2000), organizational performance levels(Robinson & Morrison, 2000), and organizational support (Tekleab, Takeuchi, & Taylor, 2005) are related to a newcomer’s breach perception. A newcomer’s cognitive mechanism for perceiving a breach may be quite different from that of an existing employee
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