Experimental Investigation of Psychological Contract Violation

Abstract Emerging research in the idiosyncratic deals literature is to examine its negative effects. Thus far, much remains unknown about how and when idiosyncratic deals are associated with employee creative process engagement. Invoking fairness heuristic theory and trait activation theory, we propose and test a model that coworker's idiosyncratic deals have a negative association with witness's creative process engagement through psychological contract violation. Furthermore, we theorize and test the combination of the responsibility for change and perceived exploitative leadership as important boundary conditions, associate interact with coworker's idiosyncratic deals to strengthen the positive impact on psychological contract violation, thereby reducing witness's creative process engagement. We use two time-lagged studies to provide support for these mediation and moderation effects, and also discuss the theoretical and practical implications of these findings.

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How transformational leadership, psychological contract violation, empowerment and affective commitment influence employee’s intention to quit an organisation

South African Journal of Business Management ◽

10.4102/sajbm.v52i1.2278 ◽

2021 ◽

Vol 52 (1) ◽

Author(s):

Olorunjuwon M. Samuel ◽

Amos S. Engelbrecht

Keyword(s):

Transformational Leadership ◽

Conceptual Model ◽

Psychological Contract ◽

Affective Commitment ◽

Psychological Empowerment ◽

Partial Least Square ◽

Least Square ◽

Intention To Quit ◽

Psychological Contract Violation ◽

Contract Violation

Purpose: The first aim of this article is to assess the influence of transformational leadership and some selected psychological constructs on employee’s intention to quit an organisation. The second aim is to develop and validate a conceptual model that depicts the linear relationships amongst the constructs of this study (i.e. transformational leadership, psychological contract violation, psychological empowerment, affective commitment and intention to quit).Design/methodology/approach: The article employs correlational research method using quantitative research strategy. Structural equation modelling (SEM) was adopted in analysing data collected from 232 conveniently sampled respondents from various organisations in South Africa. The partial least square based SEM methodology was used to test the relationships amongst the various constructs of the study.Findings/results: Transformational leadership showed indirect influence on intention to quit through psychological contract violation, psychological empowerment and affective organisational commitment.Practical implications: The conceptual model of this study provides a useful psychological framework that guide organisations in the formulation and implementation of retention policies and practices. Further, it is imperative for organisations to encourage the adoption of transformational leadership at all levels of management. This is in consideration of the significant influences that this leadership behaviour exerts on individual employee’s intention to quit an organisation.Originality/value: An extensive search of instant literature did not produce evidence of an existing literature regarding the relationship between transformational leadership and psychological contract violation as we found in this article. This is a theoretical contribution to the field of organisation psychology. Furthermore, the article developed a unique and a empirically validated model that explained the direction and strength of relationships amongst selected antecedents of intention to quit. This practical contribution provides managers with both pragmatic insights and theoretical framework in formulating an effective retention strategy for their organisations.

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Suffering Silence While Exposed to Workplace Bullying: The Role of Psychological Contract Violation, Benevolent Behavior and Positive Psychological Capital

Journal of Applied Economics and Business Studies ◽

10.34260/jaebs.442 ◽

2020 ◽

Vol 4 (4) ◽

pp. 15-54

Author(s):

Namra Jamshaid ◽

Sadia Arshad

Keyword(s):

Psychological Contract ◽

Workplace Bullying ◽

Psychological Capital ◽

Turnover Rates ◽

Passive Coping ◽

Psychological Contract Violation ◽

Current Transition ◽

Free Environment ◽

Contract Violation

Becoming impediment to organizational functioning in several ways, the prevalence of workplace bullying costs much to organizations. As in the current transition phase of Pakistan, the intentions to leave doesn’t manifest in actual turnover rates. Hence the current study is conducted to analyze the passive coping strategies of employees in the face of workplace bullying. It is theorized that the relationship is mediated by psychological contract violation. Moreover, it is predicted that the process of mediation is stronger for individuals who report high levels of benevolent behavior and perceives psychological capital to be low. Data is collected from 359 young doctors and nurses of three government administered hospitals. Results indicate a significant bullying-silence relationship where psychological contract violation plays a role of partial mediator. Moreover, benevolence and PsyCap are powerful moderators to alter the already established relationship. Conclusions of the current study are further elaborated in terms of their practical contribution and future directions. Workplace bullying is an organizational reality. Hence efforts to make an entire bullying-free environment is next to impossible. So, in addition to make an effort in ending up this maltreatment, managers must limit its consequences by understanding its dynamics. Reduce the bullying culture and save precious resources i.e. potential employees.

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