Abstract
This study tests an integrated model of psychological contract breach, examining its antecedents, outcomes and mediators. Data were collected from 1302 managers working in eight private organizations. Results suggest that leader–member exchanges and perceived organization support relate to psychological contract breach, which, in turn, relates to affective commitment, intention to quit and innovative work behaviours. Trust in employer mediated psychological contract breach and work outcomes. Studying psychological contract breach in India adds to the sparse but growing literature concerning organizational behaviour in India.
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