Psychological Contract Breach Research Articles

Impact of Knowledge Hiding Behaviors on Workplace Invincibility: Mediating Role of Psychological Contract Breach.

In recent years, knowledge hiding has gained much popularity in the knowledge management literature. Apart from that, antecedents and consequences of knowledge hiding are being scrutinized at present. There have been many studies on the triggering forces of knowledge hiding; however, the uncivil behaviors at the workplace have led the organizations and employees in trouble due to its possible associating factors, which is well explained by social influence theory. One such factor that this study has identified is knowledge hiding behavior at the workplace. This is a quantitative cross-sectional study based on a survey. The population taken in this study is the middle and low-level managerial staff of the software houses located in China. The respondents were selected based on convenient random sampling, and a sample size of 287 is used in this study. The data collected were employed with the partial least square structural equation modeling using Smart-PLS 3. The findings of this study show that apart from evasive hiding, playing dumb and rationalized hiding plays a significant role in predicting workplace incivility. In addition, psychological contract breach (PCB) has been taken as the mediating variable. The violation of psychological contracts among employees can indulge them in negative feelings that may convert to workplace incivility at any available opportunity of revenge which is well explained by social influence theory. Workplace incivility cannot be completely eradicated from the organizations; however, it can be controlled by making relevant policies. The civility among the employees can be attained by due managerial interventions and training of the employees considering the protection of victims and due punishment to the perpetrator.

Going above and beyond for your Beliefs: the Effects of Ideological Psychological Contract Breach and Fulfillment on pro-Social Rule Breaking

Ideological psychological contracts (PC) describe perceived obligations that relate to an organization’s mission, values, and principles, and they relate closely to employees’ self-concept. The ideological currency is prevalent across various professions and organizations. In this study, we argue that employees engage in corrective behavior (i.e., pro-social rule breaking; PSRB) in response to large discrepancies between obligated and delivered ideological inducements (i.e., ideological PC breach). We measure breach obligated and delivered ideological inducements separately to examine their different effects on PSRB. Based on prior theoretical models, we examine core self-evaluation (i.e., CSE) and include perceptions of ideological PC breach and fulfillment as antecedents of PSRB, as well as the role of CSE in the relationship between perceptions of ideological PC breach and fulfillment and PSRB. Our results suggest that PSRB negatively relates to both the breach and fulfillment continua, and delivered ideological inducements relates more strongly to PSRB than obligated ideological inducements. Moreover, CSE does not moderate the relationship between ideological PC breach and fulfillment and PSRB. These results further our understanding of how ideological PCs shape employees’ behavior. By examining the moderating role of CSE, we advance the PC literature by showing that ideological PC breach and fulfillment perceptions are better antecedents of PSRB than CSE.

The Effects of Psychological Contracts, and the Breach thereof, on Innovative Work Behaviour

The literature is clear that maintaining psychological contracts between employers and employees is important, and that psychological contract breach often leads to negative outcomes, including the withdrawal of discretionary activities such as innovative work behaviour. Although most literature suggests that a psychological contract breach affects the desired outcomes negatively, the same literature is silent about under which type of psychological contract these outcomes occur. This research aims to empirically determine the way in which psychological contract breach affects the relationship between different psychological contracts (relational and transactional) and innovative work behaviour. A cross-sectional survey design was used, with respondents answering questions on psychological contracts, psychological contract breach and innovative work behaviour. Three results were dominant: transactional psychological contract did not correlate with innovative work behaviour, whereas relational psychological contract did so in a significant way; psychological contract breach correlated positively and significantly with transactional psychological contract and negatively and significantly with relational psychological contract, but not with innovative work behaviour; and psychological contract breach did not moderate the relationship between relational psychological contract and innovative work behaviour. The psychological contract type (relational psychological contract) therefore has a direct effect on innovative work behaviour, but psychological contract breach did not relate significantly to innovative work behaviour. Managers are alerted to the importance of relational psychological contracts when innovative work behaviour is the desired outcome, given the omnipresent psychological contract breach. Researchers are encouraged to investigate through which mechanisms psychological contract breach influences innovative work behaviour, as this link seems well supported by the literature.

Inclusive human resource management in freelancers' employment relationships: The role of organizational needs and freelancers' psychological contracts

AbstractThis study aimed to advance our understanding of inclusive human resource management (HRM) in freelance employment. We examined organizational needs and freelancers' psychological contracts with a qualitative interview study among eight dyads of HR managers and freelancers. Although the findings showed that organisations and freelancers have different interests, both parties agreed on what inclusive HRM entails in freelancers' employment relationships. However, within the dyads, the content of the psychological contract was not always viewed the same by HR managers and freelancers. Hence, negotiating mutual expectations when implementing inclusive HRM to avoid psychological contract breach appeared important. Furthermore, organizational needs did not seem to be considered when designing inclusive HRM. Due to this lack of strategic fit, organisations may waste opportunities of tapping into the full potential of hiring freelancers. The findings provide organisations insight in considering freelancers as potential sources of competitive advantage.

THE EFFECT OF PSYCHOLOGICAL CONTRACT BREACH ON ORGANIZATIONAL CITIZENSHIP BEHAVIORS: JOB SATISFACTION AS A MEDIATION

Organizational citizenship behavior in a company can positively impact the company. The psychological contract is one of the factors that affect organizational citizenship behavior. The occurrence of a psychological contract breach can be a cause of job dissatisfaction in employees so it can affect organizational citizenship behavior. This study aims to determine the effect of psychological contract breach on organizational citizenship behavior with job satisfaction as a mediator variable. This study uses quantitative methods and data collection methods using the Organizational Citizenship Behavior scale (α = 0.884), psychological contract breach scale (α = 0.882), and job satisfaction scale (α = 0.880). This research was conducted on 100 employees. The results showed the effect of psychological contract breach on Organizational Citizenship Behavior with job satisfaction as a mediator variable for employees (t = -7.5639; p = 0.000). The determinant coefficient shows that psychological contract breach and job satisfaction make an effective contribution to the organization. Citizenship Behavior is 37.2%, while other factors influence the remaining 62.8%. The implication of this research is the importance of reciprocal and trusting relationships between employers and employees so that altruistic behavior among employees will be developed.

The Effects of High-Performance Work Practices on Turnover Intention with Mediating Role of Psychological Contract Breach: A Case of IT Firms in Oman.

The study aimed to test the HPWS and its employee outcomes in the IT sector in Oman with mediating role of Psychological Contract Breach (PCB). The study utilized a quantitative approach along with a cross-sectional survey method for data collection. Data is collected from the staff of selected IT firms (n=124). AMOS is used for analysis which consisted of two stages. In the first stage, the reliability and validity of the construct are tested; while, in the second stage, regression analysis is used for hypotheses testing. The study result shows that recruitment & selection, training & development, job security, and communication exerted negative and significant influence on staff turnover intentions; while, the result for promotion and autonomy turned out to be insignificant and negative insignificant. Furthermore, recruitment and selection, job security, and autonomy had negative and significant effects on employees’ perceived psychological contract breach (PCB), whereas training and development, promotion, and communication had small effects. PCB partly mediates between HPWS dimensions and staff turnover intentions, according to mediation studies based on indirect impact analysis. Based on these findings, we concluded that HPWS is critical for IT companies to generate positive employee outcomes.

The Implications of Psychological Contract on Employee Job Performance in Education Service Delivery: A Study of Ebonyi State University

This paper examined the implications of psychological contract on employee job performance in Ebonyi State University Abakaliki. The paper adopted descriptive research design, based on primary and secondary empirical data exploration to deal concretely with the phenomena of public personnel management as it bothers on psychological contract in employment relations and the implication on employee job performance. The study queried the psychological contract enigma in education service delivery organizations such as Ebonyi State University Abakaliki, Nigeria. Primary data were drawn from structured questionnaire administered on a sample size of 346, with secondary data sourced from empirical academic journals, newspaper publications, other internet materials, etc. In testing the research hypotheses, weighted mean and z-test statistical tools were utilized. In other to depict a clear narrative from the theoretical and empirical point of view, the paper employed the “Social Exchange Theory”, propounded by the renowned American Sociologist George C. Homans (August 11, 1910-May 29, 1989). The paper revealed that the efficient and effective job performance of Ebonyi State University employees has been inhibited by breach of psychological contract, particularly on the part of the employer (i.e., the state government). The paper indicated that psychological contract problem has a serious inefficiency and brain drain implication for the University as well as incapability of the University in delivering on its mandate and mission statement “to provide a conducive atmosphere for teaching, learning, research and rapid development in order to transform the untapped, abundant unskilled, human resources in Ebonyi state into skilled power”. The paper called on the state government to further create humane work environment (i.e., favorable organizational climate) that would facilitate appropriately remunerated promotions, provide adequate training and opportunities for career advancement, and stimulate a climate that accommodates cooperation, consensus and employees’ participation in decision making.

Moderating effect of mindfulness in psychological contract breach and work engagement relationship

Moderating effect of mindfulness in psychological contract breach and work engagement relationship

An Analysis of Students' Work Values Education Strategies and Environment Based on Psychological Contract.

An implicit agreement between people and organizations is known as a psychological contract. It represents what each party anticipates from the other in terms of giving and receiving. The psychological contract theory has forced ideological and political educators to adapt their ideas and develop new teaching strategies. The psychological expectations of the educatees can be fully mobilized and the value orientation of both sides tends to be consistent through the creation of a strong psychological contract between the educators on both sides, which will help to increase the efficacy of ideological and political education. There is theoretical and empirical support for the organizational remedy after a psychological contract breach. Student work is intended to meet the individual needs of students or the needs of society, resulting in two completely distinct values, namely, values based on individuals and values based on societies. Students' work in the new era should be a harmonious blend of personal values and social values. In the study, students' work values fluctuated about 70% of the time, and psychological contracts had a significant impact on those work values. In the past 50 years, the psychological contract theory has seen the development and refinement of its theoretical framework, the clear definition of its content and organizational principles, the behavior research following psychological contract rupture and breach, the establishment and compensation of psychological contracts, and more. The process of organization management has benefited from the continuous concretization and expansion of its application field as a management theory and method.

Moderating effect of mindfulness in psychological contract breach and work engagement relationship

This study examines the impact of psychological contract breach (PCB) on banking sector employees' work engagement in Pakistan. The relationship was hypothesised between PCB and work engagement based on the job-demand resource model and affective event theory (AET). Data were collected through a survey questionnaire from 239 banking employees in banks in Pakistan. The data were analysed through structural equation modelling (SEM) in AMOS software. The results supported the negative relationship between PCB and employees' work engagement. Moreover, mindfulness moderated the relationship between PCB and work engagement. The relationship was weaker for employees with a high level of mindfulness. The results highlight that unaddressed PCB may lead service sector employees to be less engaged in their jobs. Based on the study's findings, organisations are recommended to understand and address the psychological contract formation process and develop a quality relationship with employees to benefit in the long run.

The Influence of Psychological Contracts and Burnout on IT Professionals’ Turnover and Turnaway Intention

Retaining valuable information technology (IT) professionals is still an issue for organizations and the IT profession. The changing business environment and the increased demand for IT professionals to innovate using new technologies and processes puts pressure on IT turnover intention researchers to adapt and innovate as well. Psychological contract and burnout theories are used to explore precursors to turnover and turnaway intention. We collected data from 247 experienced IT professionals across different organizations. We found that (1) burnout is a formative construct with three reflective dimensions: exhaustion, cynicism, and professional efficacy; (2) burnout impacts IT professionals’ turnaway intention more than turnover intention; and (3) burnout is positively related to psychological contract violation. Post-hoc analysis suggests that for non-married IT professionals, psychological contract breach influences psychological contract violation, but this is not the case for married IT professionals. Implications for research and practice are discussed.

The role of BIS/BAS in effective coping with psychological contract breach.

Psychological contract (PC) breach perceptions are formed when employees detect discrepancies between obligated and delivered inducements. PCB stresses and strains employees to varying degrees and has detrimental consequences for employees and the organisation. Employees activate various coping strategies to respond to the stress elicited by PCB, and effective coping helps enhance employees' well-being. In this study, we propose and test a moderated mediation model, where approach and avoidance coping strategies mediate the relationship between PCB and stress, and employees' goal-based personality (i.e., behavioural inhibition system-BIS and behavioural activation system-BAS) moderates the relationship between PCB and coping strategies. We further examine the effectiveness of the subdimensions of coping, as well as how BIS/BAS influences the choice of these subdimensions in a sample of Western employees. Our results suggest approach coping effectively reduces stress elicited by PCB, whereas avoidance coping increases stress. Moreover, employees with higher BAS are more likely to engage in approach coping, whereas those with higher BIS use avoidance coping. We advance the research on coping with PCB by showing a more nuanced understanding of the subdimensions of coping as well as exploring diverse personality models in moderating the choice of coping strategies.

Abusive Supervision and Its Impact on Knowledge Hiding Behavior Among Sales Force.

The purpose of this study is to test the relationship between abusive supervision and employee’s knowledge hiding behavior (evasive hiding, playing dumb, rationalized hiding) among sales force of insurance companies in Pakistan. The paper also strives to theoretically discuss and then seek empirical evidence to the mediational paths of psychological contract breach that explain the focal relationship between abusive supervision and knowledge hiding. To test the proposed hypotheses, the study draws cross-sectional data from sales force of insurance companies working in Pakistan. Data were collected through structured questionnaire and using convenient sampling technique. The final sample of 340 valid and complete responses analyzed using structured equation modeling (partial least square) approach. Results showed that abusive supervision is positively related to employee’s knowledge hiding behaviors. Also, mediating variable psychological contract breach partially mediates the abusive supervision-knowledge hiding behavior linkage. Current study has tested the positive relationship between abusive supervision and knowledge hiding behaviors unlike most of the previous investigations that have focused on knowledge sharing behavior. The study also empirically investigated the mediational route of psychological contract breach, that explains the blame attributed by the beleaguered employee that led to covert retaliatory behavior, such as knowledge hiding. This paper contributes to knowledge hiding literature which is an important part of knowledge management from the perspective of abusive supervision based on both reactance theory and SET theory.

Psychological contract breach moderates job satisfaction–citizenship behaviour relationship

PurposeThis study finds out if a satisfied physician will show citizenship behaviour (OCB) in a work environment where psychological contract breach (PCB) exist.Design/methodology/approachQuantitative data from 214 physicians across 26 health-care units were analysed. Research philosophy was positivism, research design was explanatory and study design was cross-sectional. Preliminary tests were conducted. Reflective measurement and structural models were examined. PLS algorithm tool and bootstrapping procedure were utilised. Control variables were sex, age, employment type and tenure. A significant level was set at 5%. Smart PLS 2.0M.3 software was employed.FindingsThe scientist found support for a significant moderating effect of PCB on the nexus between job satisfaction (JST) and OCB, such that PCB demoralised a satisfied physician in showing OCB. In contrast, a fulfilled psychological contract motivated satisfied physicians to exhibit OCB.Practical implicationsPCB, if not addressed, may lead satisfied physicians to show low OCB, which has devastating effects for health-care organisations and their patients. Creating balanced, fulfilled and harmonious relationship within physicians will transform the workplace into a more meaningful and purposeful atmosphere.Originality/valueThis study offers empirical health-care literature on the moderating effect of PCB, a psychosocial stressor, on the direct relationship between JST and OCB, integrating and lengthening the social exchange theory, resource-based theory and activation theory.

Psychological contract breach as a stressor in the physician’s job commitment–extra-role behaviour relationship

This paper finds out if a committed physician will go the extra mile for his/her employer when faced with psychological contract breach (PCB), a psychosocial stressor. Data from 214 physicians across 26 health-care units in the Upper East (UE) and Upper West (UW) regions of Ghana were analysed. A semi-structured, pre-tested and validated questionnaire was utilised. Research philosophy was positivism, research approach was quantitative, research design was explanatory, and study design was cross-sectional. Preliminary tests were conducted. Both reflective measurement and structural models were examined. PLS algorithm tool and bootstrapping procedure were used. Control variables were sex, age, employment type and tenure. A significant level was set at 5%. Smart PLS and IBM SPSS software were employed. In the end, physician’s commitment work (JCM) positively and significantly predicted extra-role behaviour (ETB). Also, PCB significantly interacted with JCM to predict ETB, such that the relationship between JCT and ETB was stronger when PCB was low than when it was high. Creating a balanced, fulfilled and harmonious hospital–physician relationship will transform the workplace into a less stressful, more meaningful and purposeful atmosphere for the benefit other health-care professionals, patients and the health-care organisation at large.

Impact of psychological contract breach on police corruption in Nigeria: The moderating role of emotion regulation strategies

Using insight from social exchange and conservation of resources theories, the present study address the void in the literature on the relationship between psychological contract breach (PCB) and police corruption, and investigates the moderating role of emotion regulation strategies (cognitive reappraisal and expressive suppression) in the relationship. Data were collected from 391 (198 male and 193 female) police personnel in various police divisions in Akure, Ondo State, Nigeria. The results of moderated hierarchical regression analysis showed that PCB ( β = .17, p < .05) and expressive suppression ( β = .22, p < .01) were positively related to police corruption. However, cognitive reappraisal ( β = −.26, p < .05) was negatively associated with police corruption. Finally, whereas cognitive reappraisal ( β = −.10, p < .05) buffers the positive relationship between PCB and police corruption, expressive suppression exacerbates this relationship ( β = .19 , p < .01). These findings suggest the need for cognitive reappraisal training for police personnel.

Boomerang independent contractors: an experimental study using a psychological contract approach

The increasing prevalence of nontraditional work arrangements has led to new talent management challenges for organizations. Given independent contractors (ICs) have the potential to bring considerable value to an organization, it is in an organization’s best interest to establish a pool of loyal talent that is willing to return when needed (i.e. as boomerang ICs). Through the lens of the psychological contract, we examine factors that can contribute to retaining independent contractors. Using an international sample of ICs and an experimental research design, we demonstrate that ICs are less likely to return to an organization after a perceived psychological contract breach during a previous project for the same organization. This is especially true if they voluntarily work on a contract basis. Importantly, our results suggest that expectations of both a transactional and relational nature influence independent contractor loyalty to organizations. Our findings extend the limited research on talent management in nontraditional work arrangements, producing important theoretical and practical implications for the management of independent contractors within organizations.

Ignoring Leaders who Break Promises or Following God: How Depersonalization and Religious Faith Inform Employees’ Timely Work Efforts

AbstractThis study investigates the relationship between employees’ perceptions of psychological contract breaches and their failure to meet work‐related deadlines, with a particular focus on the mediating role of the depersonalization they assign to organizational authorities and the moderating role of their religious faith. Results based on multisource data, collected among employees and their supervisors in Pakistani organizations, show that an important factor that underpins the connection between beliefs about broken organizational promises and a diminished propensity to finish work on time is that employees depersonalize organizational leaders. This mediating effect is mitigated by employees’ religious faith. For organizations, this study thus identifies a key mechanism – exhibiting indifference to the people in charge – by which employees’ frustrations about resource‐depleting contract breaches may inadvertently escalate into ineffective time management, and it identifies some workers among whom this counterproductive dynamic is less likely, namely, employees who can draw from their religious faith.

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.

When the Past and the Present Collide:Contrast Effect of Sequential Psychological Contract Breaches on Employee Outcomes

Although it is common that employees can experience multiple psychological contract (PC) breaches with their employer over time, it is unclear how a past PC breach serves as a temporal context factor in shaping the impact of a present PC breach on employee outcomes. Integrating contrast effect theory and conservation of resources theory (COR), this research develops and tests hypotheses concerning how a past PC breach alters employees’ reaction intensity to a present PC breach. Three studies were conducted to investigate the hypotheses. In Study 1, findings from 168 employee-supervisor dyads of a building supply company supported the contrast effect of past and present PC breaches. Specifically, when a past PC breach was low, a present PC breach had a stronger negative influence on employee organizational citizenship behavior (OCB). Results of Study 2, comprised of 412 full-time working adults, found that burnout mediated the contrast effect of past and present PC breaches on OCB. Specifically, the negative indirect effects of a present PC breach on OCB through burnout were stronger when a past PC breach was low. In Study 3, 154 subjects participated in a scenario-based experiment in which past and present PC breaches were manipulated. Results supported the contrast effect of past and present PC breaches on anticipated future breach. Implications of these results for future PC breach research and management practice are discussed.