Influence Of Psychological Contract Breach Research Articles

Psychological contract breach and job performance of new generation of employees: Considering the mediating effect of job burnout and the moderating effect of past breach experience.

With the intensification of COVID-19 epidemic, it becomes prominent to discuss the issue about the influence of psychological contract breach on job performance of new generation of employees. Based on social exchange theory, fairness theory, and conservation of resource theory, this study constructed a relationship model between psychological contract breach and job performance of new generation of employees with considering the mediating effect of job burnout and the moderating effect of past breach experience. Our hypotheses were tested using data from 235 respondents working in Yunnan Province, China. The results were as follows: first, psychological contract breach had a significant negative effect on job performance of new generation of employees, whether in the whole sample or in two grouped samples; second, both in the overall sample and the grouped sample of state-owned enterprises, job burnout partially mediated the negative relationship between psychological contract breach and job performance of new generation of employees, and past experience of breach positively moderated the negative relationship between psychological contract breach and job performance of new generation of employees; third, in the grouped sample of non-state-owned enterprises, job burnout did not play a significant mediating role in the relationship between psychological contract breach and job performance of new generation of employees, and past breach experience did not play a significant moderating role in this relationship. These findings uncover the psychological mechanism underlying work performance of new generation of employees, and also provide useful theoretical reference for management practices of new generation of employees among different natures of enterprises.

Façade creation as a mediator of the influence of psychological contract breach on employee behaviors

AbstractBuilding on social exchange theory, this study considers an explanation—social exchange—as to why employees' experience of psychological contract breach (PCB) results in harmful employee behaviors via a false behavior. Using 672 employees (547 males, 125 females; average age 44.65 years) from two different industries, including manufacturing and public organizations located in Taiwan. The findings of this study found significant relationships between PCB and its outcomes (i.e., deviant behavior and voice behavior). This study further found that façade creation significantly mediates these relationships. A time‐lag design of three time periods was utilized to diminish common method variables in this study. Implications and directions for future study are discussed.

Breaking the psychological contract of travel agency employees during the COVID-19 pandemic: The moderating role of mindfulness

This study investigates the influence of psychological contract breach (PCB) on work-related attitudes and behaviors (i.e., organizational cynicism, workplace incivility and work alienation) and employees’ emotional exhaustion. It also examines the direct association between these attitudes and behaviors and emotional exhaustion as well as investigating how mindfulness moderates these associations. Based on a quantitative approach, data were collected from 437 employees of Egyptian travel agencies. The PLS-SEM analysis revealed that PCB positively affects employees’ emotional exhaustion and job-related attitudes as well as behaviors, which consequently impact their emotional exhaustion. The findings indicated that the effect of organizational cynicism, workplace incivility, and work alienation on emotional exhaustion is weaker with higher levels of mindfulness and greater with lower levels of mindfulness. Besides its theoretical contributions, this paper presents substantial practical insights and managerial implications for managers of travel agencies regarding the outcomes of PCB. Limitations and future research are also given.

Psychological Contract Breach, Behavioural Work Outcomes, Organisational Identification, and Islamic Work Ethics: A Moderated Mediation Study

We investigated how organisational identification (OID) mediates the influences of psychological contract breach (PCB) on two work outcomes [organisational citizenship behaviour (OCB) and counterproductive work behaviour (CWB)], and how Islamic work ethics (IWE) moderated the PCB–OID relationship. We collected data from 256 Palestinian managers in Gaza Strip ministries using a self-report questionnaire; we employed Structural Equation Modelling in analysing the data using Smart PLS. Our findings reveal that OID mediates between PCB and the two work outcomes. Further, we show that IWE has no moderating influence on the PCB–OID relationship. Finally, the influence of PCB on the two work outcomes is insignificant.

Does employee engagement mediate the influence of psychological contract breach on pro-environmental behaviors and intent to remain with the organization in the hotel industry?

ABSTRACT Drawing from psychological contract, job demands-resources, and affective events theories, this paper proposes and tests a research model where employee engagement (ENG) mediates the impact of psychological contract breach (PCB) on task-related pro-environmental behaviors (TPEBs), proactive pro-environmental behaviors (PPEBs), and intent to remain with the organization (IRO). The linkages given above were assessed via structural equation modeling. Based on data obtained from hotel customer-contact employees in three waves and their immediate supervisors in China, the findings reveal that PCB is a stressor eroding employee ENG, TPEBs, PPEBs, and proclivity to remain with the organization. Employees with high ENG display pro-environmental behaviors at high levels and exhibit elevated IRO. These findings implicitly illustrate that employee ENG partly mediates the impact of PCB on TPEBs, PPEBs, and proclivity to remain with the organization. Implications of these findings are discussed, as are the limitations and avenues for future research.

Employee exit and constructive voice as behavioral responses to psychological contract breach in Finland and Russia: a within- and between-culture examination

The study examines within- and between-culture differences in the relationships between psychological contract breach (PCB) and exit and constructive voice among 731 full-time, white-collar employees in Russia and Finland. The analysis shows that the former are more sensitive to transactional PCB whereas the latter are equally sensitive to both transactional and relational PCB. It also reveals that transactional PCB increases exit equally strongly among both Russian and Finnish employees. Relational PCB relates significantly and positively only to Finnish employees’ exit reactions. Neither transactional nor relational PCB are associated with voice among Russian employees, while the relationship is significant between relational PCB and voice among Finnish employees. The study offers a rare within- and between-culture comparative analysis of employee responses to PCB, pointing to the importance of complementing extant theorizing around PCB with contextual cultural and socio-economic theorizing. It also questions the generalizability of cultural explanations for PCB and suggests that such explanations might have lower explanatory power in the context of strong situations. Finally, it provides an explanation for the inconclusive extant research concerning the influence of PCB on employee voice.

Psychological Well-Being as a Mediator Between Psychological Contract Breach and Organisation Citizenship Behaviour

This paper is an attempt to study the negative impact of Psychological Contract Breach on Organisational Citizenship Behaviour in India and to explore the mediating effect of Psychological well-being of employees. It’s classic argument between the social exchange theory and the self-determination theory. A regression analysis is used to study the variables. The results confirm that positive organisational behaviours suppress the influence of psychological contract breach.

Work Group Climate and Behavioral Responses to Psychological Contract Breach.

Drawing on theories of social exchange and social information processing, we examined whether the influence of psychological contract breach on in-role performance and organization-directed citizenship behavior (OCBO) depends on work group climate levels, specifically procedural justice climate and power distance climate. The findings supported our hypothesis that psychological contract breach more strongly influences in-role performance and OCBO among members of units with favorable procedural justice climates. Support for a hypothesized moderating role of power distance climate was less conclusive. We discuss the implications of our model and findings for theories of employee–organization relationships and practice.

Psychological Well-Being as a Mediator Between Psychological Contract Breach and Organisation Citizenship Behaviour

This paper is an attempt to study the negative impact of Psychological Contract Breach on Organisational Citizenship Behaviour in India and to explore the mediating effect of Psychological well-being of employees. It's classic argument between the social exchange theory and the self-determination theory. A regression analysis is used to study the variables. The results confirm that positive organisational behaviours suppress the influence of psychological contract breach.

Psychological contract breach and service innovation behavior: psychological capital as a mediator

Drawing from social information processing, conservation of resources, and affective events theories, our study proposes and tests a conceptual model that examines psychological capital (PsyCap) as a partial mediator of the influence of psychological contract breach (PCB) on service innovation behavior. These relationships were tested with data obtained from managerial and non-managerial employees in customer-contact positions who had full-time jobs in the five-star hotels in Seoul, South Korea. The findings from structural equation modeling suggest that PCB erodes employees’ PsyCap and impedes their service innovation behavior. As expected, PsyCap activates employees’ service innovation behavior. The findings also lend credence to PsyCap as a partial mediator in the aforesaid relationships.

Employees' reactions to psychological contract breach: A moderated mediation analysis

This study examined the mediating role of acquiescent silence in the relationship between psychological contract breach and employee job satisfaction, as well as the moderating roles of perceived ethical climate on that relationship and on the mediation effect of acquiescent silence. Survey data were collected from a sample of 273 full-time employees from nine high-tech firms in Taiwan. The results showed that acquiescent silence partially mediated the relationship between psychological contract breach and job satisfaction. Moreover, the results from the moderation analysis showed that perceived ethical climate moderated the influence of psychological contract breach on acquiescent silence and the results from the moderated mediation analysis revealed that this mediation of acquiescent silence was moderated by perceived ethical climate such that at the lower level of perceived ethical climate, the mediation effect of acquiescent silence became stronger. Implications for managerial practices and suggestions for future research were discussed.

Antecedents of pro-environmental behaviours at work: The moderating influence of psychological contract breach

This study uses the tenets of social exchange theory to examine employee willingness to perform pro-environmental behaviours (PEBs) in a workplace setting. The first aim of the study was to examine the indirect effect of perceived organisational support on pro-environmental behaviours via job attitudes. The second objective was to clarify whether a psychological contract breach affects the relationships between perceived organisational support and job attitudes. Using a convenience sample (N = 449), we report that perceived organisational support has an indirect effect on PEBs through employee commitment to the organisation. Additionally, organisational support moderates the effect of a perceived breach on employee job satisfaction.

Influence of Psychological Contract Breach on Organizational Citizenship Behaviour and Trust

The present research intends to understand the influence of employee’s perception of psychological contract breach on their organizational citizenship behaviour and trust on employers. The study was carried out in private banks of North Delhi. Data were gathered from 90 junior level executives using convenience sampling method. Result revealed that psychological contract breach significantly predicts organizational citizenship behaviour and trust. The findings imply that the organization needs to understand and manage employee’s psychological contract properly otherwise perception of its breach can jeopardize employee’s citizenship behaviour and also their trust in employer which in turn may affect their job performance.

The Influence of Psychological Contract Breach on Temporary Workers’ Commitment and Behaviors: A Multiple Agency Perspective

The purpose of this study was to examine the influence of psychological contract breach on the commitment and behaviors of temporary workers engaged in a multiple agency relationship. Specifically, it aimed to measure the influence of contract breach by the employing agency and the client organization on temporary workers’ trust and affective commitment to the respective party, and on their adoption of discretionary behaviors at the client site. The study was performed using a sample of agency workers from the banking sector, which was composed of 186 worker–supervisor dyads. The results suggested that contract breach by the agency and the client was negatively related to temporary worker’s affective commitment toward the respective party. This relation was mediated by workers’ trust in each organization. The results also indicated that only commitment toward the client organization influenced the adoption of discretionary behaviors. Understanding of the potential influence of the multiple psychological contracts of temporary workers helps to fully understand the reactions of these workers. As organizations rely heavily on these workers, this study shows how both the client and the agency can foster conditions conducive to the adoption of discretionary behaviors at the client site. This is the first study to provide evidence of the effects of psychological contract breach by each organization that temporary workers associate with on their attitudes and behaviors.

THE IMPACT OF PSYCHOLOGICAL CONTRACT BREACH ON WORK‐RELATED OUTCOMES: A META‐ANALYSIS

A meta‐analysis was conducted to examine the influence of psychological contract breach on 8 work‐related outcomes. Breach was related to all outcomes except actual turnover. Based on affective events theory, we developed a causal model integrating breach, affect (violation and mistrust), attitude (job satisfaction, organizational commitment, and turnover intentions), and individual effectiveness (actual turnover, organizational citizenship behavior, and in‐role performance). Structural equation modeling was used to test the model. The results indicated that affect mediates the effect of breach on attitude and individual effectiveness. Two moderators were also examined including the type of breach measure (global vs. composite) and the content of the psychological contract breach (transactional vs. relational). Theoretical and practical implications of the results are discussed.