scholarly journals The impact of economic factors on the relationships between psychological contract breach and work outcomes: a meta-analysis

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Thushel Jayaweera ◽  
Matthijs Bal ◽  
Katharina Chudzikowski ◽  
Simon de Jong
Keyword(s):  
Job Performance ◽  
Unemployment Rate ◽  
Psychological Contract ◽  
Inflation Rate ◽  
Meta Analysis ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
Content Type ◽  
Outcome Relationship ◽  
The Impact

PurposeThe purpose of this paper is to explore the macroeconomic factors that may moderate the psychological contract breach (PCB) and work outcome relationship.Design/methodology/approachThis study conducted a meta-analysis based on data from 134 studies.FindingsThe study revealed that the inflation rate and the unemployment rate of a country moderated the association among employee PCB, job performance and turnover.Research limitations/implicationsThe availability of more detailed macroeconomic data against the PCB and outcome relationship for other countries and studies examining the impact of micro-economic data for PCB and outcome relationship would provide a better understanding of the context.Practical implicationsThe authors believe that the results highlight the importance of the national economy since it impacts individual outcomes following a breach.Social implicationsEmployment policies to capture the impact of macroeconomic circumstances as discussed.Originality/valueOne of the valuable contributions made by this paper is that the authors capture the current accumulative knowledge regarding the breach and performance and breach and turnover relationship. Second, the study examines how the inflation rate and unemployment rate could moderate the association between PCB and job performance and turnover.

scholarly journals Moderating effects of national culture on the psychological contract breach and outcome relationship: a meta-analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
A. Thushel Jayaweera ◽  
Matthijs Bal ◽  
Katharina Chudzikowski ◽  
Simon de Jong
Keyword(s):  
Job Performance ◽  
National Culture ◽  
Psychological Contract ◽  
Cultural Practices ◽  
Meta Analysis ◽  
Future Orientation ◽  
Work Outcomes ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
Content Type

PurposeThis paper contains a meta-analysis of the psychological contract literature published in the last two decades. The aim of this paper was to investigate the moderating role of national culture in the individual-level relationships between psychological contract breach (PCB) and two important work outcomes, namely job performance (in-role and organizational citizenship behaviors) and turnover (actual and intended).Design/methodology/approachAfter an extensive literature search, 134 studies were found which matched the authors’ aim. The authors then incorporated national cultural scores based on the GLOBE study to include country-level scores to identify how the PCB relationships with these four outcomes vary across cultures.FindingsThe findings indicate that national cultural practices moderated the associations between PCB and the four outcomes, yet, no significant moderations for uncertainty avoidance practices.Originality/valueWhile existing research has examined the impact of the breach on work outcomes such as job performance and turnover, there are few empirical studies that examine how national cultural practices influence the relationships between psychological contract breach and job performance and turnover. The authors address this need by investigating and creating a deeper insight into how cultural practices such as institutional collectivism, performance-orientation, power-distance, future orientation and gender egalitarianism moderate the relationships between PCB and job performance and turnover.

Breach or bridge your career? Understanding the relationship between career plateau and internal employability

2018 ◽  
Vol 47 (5) ◽  
pp. 986-1002 ◽  
Author(s):  
Yi-chun Lin ◽  
Angela Shin-yih Chen ◽  
Yu-ting Lai
Keyword(s):  
Psychological Contract ◽  
Negative Relationship ◽  
Psychological Contract Breach ◽  
Hierarchical Regression ◽  
Contract Breach ◽  
Content Type ◽  
Career Plateau ◽  
Job Content ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to identify the impact of career plateau (hierarchical and job-content plateau) on internal employability, and to investigate psychological contract breach as a moderator on the relationship between career plateau (hierarchical and job-content plateau) and internal employability. Design/methodology/approach Data were collected by distributing paper-based questionnaires to 521 workers in private banking sectors in Taiwan. Hierarchical regression analysis was used to examine the results of the relationships. Findings The results supported the idea that career plateau (hierarchical and job-content plateaus) could be a significant antecedent of internal employability. Psychological contract breach significantly moderated the negative relationship between career plateau (hierarchical and job-content plateau) and internal employability. Specifically, the negative relationship between career plateau and internal employability will be stronger for employees who perceive a higher level of psychological contract breach. Practical implications These findings can help human resource practitioners gain a better understanding of the value of applicable approaches as an influence on a plateaued employee’s perception of internal employability, and to facilitate a positive employer–employee relationship, which could foster both a successful career for an individual and a prosperous performance for the organization that employs them. Originality/value Career plateau have been aroused variety issues in HR practice, but employability and psychological contract breach have barely been discussed with career plateau. This study empirically establishes the correlation between career plateau and internal employability as well as shown that psychological contract breach would decrease the plateaued individual’s willingness to stay in the current organization. Thus, the career plateau may provide organizations with a helpful perspective on one’s career development. Building substantial relationships between employees and employers lead to better human capital for organizations as it deals with rapidly changes in the real world.

Abusive supervisors and employees who cyberloaf

2020 ◽  
Vol 30 (3) ◽  
pp. 789-809 ◽  
Author(s):  
Upasnaa A. Agarwal ◽  
James B. Avey
Keyword(s):  
Psychological Contract ◽  
Abusive Supervision ◽  
Psychological Contract Breach ◽  
Full Time ◽  
Cross Sectional ◽  
Contract Breach ◽  
Content Type ◽  
Mediating Role ◽  
Cross Sectional Design ◽  
The Impact

PurposeThe purpose of this study is to examine the effects of abusive supervision on cyberloafing behavior, to test the mediating role of PsyCap in this relationship and the extent to which these relationships are moderated by psychological contract breach.Design/methodology/approachA total of 394 full-time managers across different Indian organizations served as the sample for this study.FindingsThe results revealed that the abusive supervision and PsyCap are significantly correlated with cyberloafing, the relationship between abusive supervision and cyberloafing is partially mediated by PsyCap and the impact of abusive supervision and PsyCap on cyberloafing is moderated by psychological contract breach such that the effects of abusive supervision and PsyCap on cyberloafing are stronger when employees perceive high psychological contract breach.Research limitations/implicationsA cross-sectional design and use of self-reported questionnaires are a few limitations of this study.Originality/valueThis is one of the first studies examining cyberloafing in response to abusive supervision and one of the few attempts to examine the effects of abusive supervision on individual resources (PsyCap) in response to workplace mistreatment. This study is also the first to examine these phenomena in the Indian context.

An extended model of the interaction between work-related attitudes and job performance

2016 ◽  
Vol 65 (1) ◽  
pp. 42-57 ◽  
Author(s):  
Santiago Melián-González
Keyword(s):  
Job Performance ◽  
Organizational Support ◽  
Psychological Contract ◽  
Employee Attitudes ◽  
Psychological Contract Breach ◽  
Extended Model ◽  
Cross Sectional ◽  
Contract Breach ◽  
Content Type ◽  
Work Related

Purpose – The purpose of this paper is to test a comprehensive work-related attitudinal model relevant for job performance by extending the perceived organizational support (POS), job satisfaction, and organizational commitment model with both perceived supervisor support (PSS) and psychological contract breach attitudes. Design/methodology/approach – The proposed model was tested using a sample of a company’s 104 employees and through partial least squares analysis. Findings – A total of 23 percent of the variance in job performance was explained. Interactions among attitudes were all significant. PSS and psychological contract breach accounted for 70 percent of the POS variance. Research limitations/implications – There is a risk of common-method bias. The cross-sectional design limits making causal inferences. Practical implications – Instead of measuring employee attitudes in an amorphous way, managers can rely on the included attitudes since these are significant for job performance. The construct’s content allows managers to elaborate specific practices to improve staffs’ attitudinal state. Originality/value – This model incorporates five independent attitudes that any employee can experience. This is the first study that proposes and tests an interaction among all of them that is significant for job performance.

Study of Indian bank shows psychological contract breach (PCB) during restructuring has impact on stress

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Psychological Contract ◽  
Positive Relationship ◽  
Negative Relationship ◽  
Job Involvement ◽  
Psychological Contract Breach ◽  
Job Outcomes ◽  
Contract Breach ◽  
Content Type ◽  
Employee Stress ◽  
The Impact

Purpose Restructuring is a common strategy to increase competitiveness, but a lot of the time it is unsuccessful. The author believes this is likely to be because of “psychological contract breach” (PCB), but says the phenomenon has not been studied much. Another factor, he says, is the high level of stress caused by the restructuring. Therefore, the researcher wanted to study the impact of both the psychological contract breach and stress on employee job outcomes during restructuring. Design/methodology/approach Data was collected from bank employees using a questionnaire. A total of 322 completed questionnaires were used in the analysis. There were also 30 interviews with native employees of SBI to find out their opinions of working with bank associate employees. There were 17 questions covering PCB, job stress, job involvement and organizational citizenship behaviour (OCB). Findings The results confirmed Hypothesis 1, Hypothesis 2 and Hypothesis 3. Therefore, the author’s research proved a positive relationship between PCB and employee stress, a significant negative relationship between employee stress and job involvement, and a significant positive relationship between job involvement and OCB. However, analysis rejected three other hypotheses. Although there was a change in stress, job involvement and OCB after the merger, it was not significant. Originality/value The study was a significant contribution to research because few previous studies have dealt with the impact of organizational restructuring on stress and job outcomes in India.

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

2007 ◽  
Vol 60 (3) ◽  
pp. 647-680 ◽  
Author(s):  
HAO ZHAO ◽  
SANDY J. WAYNE ◽  
BRIAN C. GLIBKOWSKI ◽  
JESUS BRAVO
Keyword(s):  
Psychological Contract ◽  
Meta Analysis ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
Work Related ◽  
The Impact

The interplay of psychological contract breach, stress and job outcomes during organizational restructuring

2020 ◽  
Vol 53 (1) ◽  
pp. 15-28
Author(s):  
Thiruchelvi Arunachalam
Keyword(s):  
Organizational Citizenship ◽  
Psychological Contract ◽  
Job Involvement ◽  
Psychological Contract Breach ◽  
Organizational Restructuring ◽  
Job Outcomes ◽  
Contract Breach ◽  
Content Type ◽  
Employee Stress ◽  
The Impact

Purpose This paper aims to study the impact of psychological contract breach and employee stress on job outcomes such as job involvement and organizational citizenship behaviour in the Indian banking sector, with special reference to State Bank of India. Design/methodology/approach A questionnaire survey was administered. Data was collected from employees of a bank, which has undergone a merger. Validity tests were carried out to confirm the accuracy of the measurement variables. Regression analysis was used to test the stated hypotheses. A paired t-test was used to compare the level of job outcomes experienced by the employees before and after the merger. Findings The study has shown that psychological contract breach has an impact on job stress. Results also show that the merger has made a positive impact on the employees. Job involvement and engagement were found to be improved after the merger. Employees were also found to be more committed to the organization and exhibit high organizational citizenship behaviour. Practical implications The organizational restructuring has been long thought to play a crucial role in affecting the job outcomes of employees. This study reconfirms those concepts and provides implications for researchers and managers. Originality/value This study makes a significant theoretical contribution to the literature as this is one of the very few studies to deal with the impact of organizational restructuring on employee stress and job outcomes in the Indian Scenario.

Knowledge-hiding behaviors and employees’ silence: mediating role of psychological contract breach

2020 ◽  
Vol 24 (9) ◽  
pp. 2171-2194 ◽  
Author(s):  
Muhammad Waseem Bari ◽  
Misbah Ghaffar ◽  
Bashir Ahmad
Keyword(s):  
Psychological Contract ◽  
Equation Modeling ◽  
Psychological Contract Breach ◽  
Time Lags ◽  
Contract Breach ◽  
Content Type ◽  
Knowledge Hiding ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this study is to examine the relationship between knowledge-hiding behaviors (evasive hiding, playing dumb and rationalized hiding) and employees’ silence (defensive silence, relational silence and ineffectual silence). Besides, this paper investigates the relation mediated by psychological contract breach. Design/methodology/approach The data were collected with three-time lags (40 days each) through a structured questionnaire from 389 employees of registered software houses in Pakistan. The structural equation modeling (partial least squares) approach is used for data analysis. Findings The findings of this study confirm that knowledge-hiding behaviors have a significant and positive relationship with employees’ silence, and psychological contract breach significantly mediates the relationship between knowledge-hiding behaviors and employees’ silence. Practical implications The implications of this study are very supportive to the knowledge-intensive organizations, i.e. software houses. The management should increase the knowledge sharing and trust culture among employees to discourage the knowledge-hiding behaviors among employees. Moreover, supervisors should develop trust among employees, motivate them to avoid knowledge hiding and encourage the employees to raise their voices against their problems in a formal way. Originality/value The present study highlights the impact of different dimensions of knowledge hiding on employees’ silence and the role of psychological contract breach as a mediator in this scenario.

Psychological contract breach and teachers' organizational commitment: mediating roles of job embeddedness and leader-member exchange

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Veronica Serwaa Amoah ◽  
Francis Annor ◽  
Maxwell Asumeng
Keyword(s):  
Organizational Commitment ◽  
Psychological Contract ◽  
Job Embeddedness ◽  
Psychological Contract Breach ◽  
Leader Member Exchange ◽  
Normative Commitment ◽  
Contract Breach ◽  
Continuance Commitment ◽  
Content Type ◽  
Member Exchange

PurposeThe study examined the relationship between psychological contract breach and organizational commitment and whether leader-member exchange and job embeddedness mediate this relationship.Design/methodology/approachThe study adopted a quantitative approach and is based on a sample of 298 teachers in basic schools in Accra, Ghana. Participants completed surveys with standardized measures on psychological contract breach, job embeddedness, leader-member exchange and organizational commitment. Hypothesized relationships were tested using structural equation modeling in AMOS 21.0.FindingsPsychological contract breach had a direct negative relationship with affective and normative commitment but had no significant direct relationship with continuance commitment. Psychological contract breach was indirectly related to affective and normative commitment through both job embeddedness and leader-member exchange, and indirectly related to continuance commitment through only job embeddedness.Practical implicationsFindings from the study suggest that employers' failure to fulfill their obligations to employees has significant potential cost to the organization, and underscore the need for managers, particularly in educational institutions, to institute measures to eliminate or minimize the occurrence of psychological contract breach.Originality/valueThe study contributes to research examining antecedents of organizational commitment as well as the mechanisms linking psychological contract breach to organizational commitment in the educational context.

Incongruent influences: joint effects on the job attitudes of employees with psychological contract breach in the MENA region

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Naveen Jain ◽  
Danilo Le Sante ◽  
Chockalingam Viswesvaran ◽  
Rakesh Belwal
Keyword(s):  
Psychological Contract ◽  
Corporate Reputation ◽  
Ecological Validity ◽  
Job Attitudes ◽  
Psychological Contract Breach ◽  
Negative Effects ◽  
Mena Region ◽  
Contract Breach ◽  
Content Type ◽  
Multiple Variables

Purpose The psychological contract breach (PCB) literature has documented the negative effects of PCB on employee job attitudes and the variables that moderate (accentuate or mitigate) this relationship. Given that multiple variables together influence a subordinate’s PCB – job attitudes relationship, this paper aims to investigate a three-way interaction between corporate reputation, supervisor’s and subordinate’s PCBs on the job attitudes of the latter. Design/methodology/approach The authors collected a dyadic sample of 227 employees and their 79 supervisors from some of the well-known companies in Oman. The authors used SPSS (version 25) to examine the three-way interaction of focal employee PCB, supervisor PCB and corporate reputation on employee job attitudes. Findings The results indicated that depending on the perception of corporate reputation, the extent of the supervisor’s PCB perception has a differential influence on the employee PCB – job attitudes relationship. Originality/value By investigating the joint (sometimes conflicting) influences of multiple moderators which enhances the ecological validity, this paper makes an original and important contribution to the PCB literature.

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