The relationships between perceived organizational support, affective commitment, psychological contract breach, organizational citizenship behaviour and work engagement

2016 ◽  
Vol 72 (11) ◽  
pp. 2806-2817 ◽  
Author(s):  
Vishal Gupta ◽  
Upasna A Agarwal ◽  
Naresh Khatri
Keyword(s):  
Organizational Citizenship ◽  
Work Engagement ◽  
Organizational Support ◽  
Psychological Contract ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Psychological Contract Breach ◽  
Contract Breach

The ebb and flow of psychological contract breach in relation to perceived organizational support: Reciprocal relationships over time

2020 ◽  
pp. 0143831X1989741 ◽  
Author(s):  
Yannick Griep ◽  
Sarah Bankins
Keyword(s):  
Organizational Support ◽  
Psychological Contract ◽  
Perceived Organizational Support ◽  
Psychological Contract Breach ◽  
Future Research ◽  
Conservation Of Resources ◽  
Resource Loss ◽  
Exchange Relationship ◽  
Contract Breach ◽  
Time Lagged

Perceived organizational support (POS) is commonly treated as a consequence of perceived psychological contract breach (PCB). However, because both concepts assume a mutual exchange relationship in which each party makes assessments of, and then decides how to reciprocate, the other party’s contributions, this article propounds that the PCB–POS relationship is recursive. By drawing on Conservation of Resources (COR) Theory, the authors argue that following an initial PCB, low levels of POS may then increase the likelihood of perceiving further PCBs through reduced management trust, thus generating a resource loss spiral. By estimating a two-level time-lagged mediation model on weekly data from 338 Canadian employees (1215 observations), the findings support the reciprocal PCB–POS relationship, and show that POS and PCB form a vicious cycle of resource loss. The authors suggest avenues for future research and practical implications relating to the role of time and resources in preventing further exchange deterioration.

Nurses’ reciprocation of perceived organizational support: the moderating role of psychological contract breach

2017 ◽  
Vol 10 (2) ◽  
pp. 123-131 ◽  
Author(s):  
Talat Islam ◽  
Mubbsher Munawar Khan ◽  
Fauzia Naheed Khawaja ◽  
Zulfqar Ahmad
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Psychological Contract ◽  
Perceived Organizational Support ◽  
Healthcare Sector ◽  
Citizenship Behavior ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
Content Type

Purpose The nursing profession demands emotional and psychological attachment to perform well. Nurses should not only engage in their work thoroughly, but also be willing to perform beyond their normal job descriptions. Therefore, the purpose of this paper is to examine the role of perceived organizational support (POS) in enhancing nurses work engagement (WE) and extra-role behavior (i.e. OCB). Design/methodology/approach This study used a questionnaire-based survey to collect data from 389 nurses. Findings The study found that the relationships among POS, WE, and citizenship behavior may further be explained through affective commitment (AC); whereas the association between POS and AC is moderated by the psychological contract breach. Research limitations/implications The data for this study was collected through self-reported questionnaires at one point of time. The implications for the policy makers are also discussed. Originality/value This study integrates job demand resource and social exchange theories in the healthcare sector to explain the nurses’ response to POS.

scholarly journals Effects of Psychological Contract Breach on Organizational Outcomes: Moderating Role of Tenure and Educational Levels

2013 ◽  
Vol 38 (1) ◽  
pp. 13-26 ◽  
Author(s):  
Upasna A Agarwal ◽  
Shivganesh Bhargava
Keyword(s):  
Work Engagement ◽  
Psychological Contract ◽  
Affective Commitment ◽  
Organizational Outcomes ◽  
Psychological Contracts ◽  
Psychological Contract Breach ◽  
Organizational Survival ◽  
Contract Breach ◽  
Outcome Relationship

In contemporary knowledge-intensive organizations, which are characterized by short product life cycles and unhindered access to information and resources, organizational survival, let alone success, necessitates higher-than-average performance. Engaged and committed employees are considered critical resources for organizational survival and business success. Research suggests that the quality of employment relationship significantly impacts employee attitudes. Psychological Contract is a useful framework for examining the quality of employee-organization relationship. Psychological Contract Breach (PCB), defined as the cognition that one's organization has failed to meet one or more obligations within one�s psychological contract in a manner commensurate with one's contributions has deleterious effects of employee motivation. Previous research has shown that breach is a norm, not an exception. However, given that PCB is an organizational reality, little effort has been made to examine the impact of PCB on critical behaviours of work engagement and commitment. Further, extant research on psychological contract has primarily tended to adopt main effects approach in examining the psychological contract-outcome relationship and not addressed various individual and situational variables which can alleviate/aggravate our reactions. Finally, most previous research on psychological contract breach has been conducted in Western countries where cultures are typically individualist and low in power distance. This work is significant for three reasons: It examines the effect of PCB on two critical organizational outcomes: work engagement and affective commitment. It tests the role of individual level variables — tenure and educational level on PCBOutcome relationship. It examines PCB in novel geographical context. Respondents to a survey were 1,302 Indian managerial employees working in eight organizations in India. Results suggest that Tenure moderates the PCB-affective commitment relationship Education level moderates the effects of PCB on affective commitment Education level moderates the effects of PCB on work engagement. Most of the research on psychological contracts has focused on direct effects of breach on organizational outcomes. By examining the moderating effects of employee tenure and educational levels, this study has unmasked some interesting findings in the PCB-outcome relationship. The results of this study suggest that much like their counterparts in the West, Indian employees perceive their psychological contracts to have been breached. The negative ramifications of PCB challenge organizations not to ignore the situation but to approach it.

scholarly journals The Effects of the Psychological Contract Among Professional Employees Working in Non-Professional Organizations

2016 ◽  
Vol 71 (3) ◽  
pp. 521-543 ◽  
Author(s):  
Pascal Paillé ◽  
Nicolas Raineri ◽  
Patrick Valeau
Keyword(s):  
Organizational Commitment ◽  
Organizational Support ◽  
Psychological Contract ◽  
Perceived Organizational Support ◽  
Negative Relationship ◽  
Intention To Leave ◽  
Psychological Contract Breach ◽  
Mediation Process ◽  
Contract Breach ◽  
Professional Employees

Few researchers have sought to examine the consequences of psychological contract breach in the particular case of professional employees working for nonprofessional organizations. To increase our understanding, the purpose of this article was to test an original research model encompassing psychological contract breach, psychological contract violation, perceived organizational support, organizational and professional commitment, and intention to leave the organization. A study was conducted among a sample of 329 professional employees working in nonprofessional organizations. As predicted, this research shows a positive relationship between psychological contract breach and psychological contract violation, a negative relationship between breach and organizational commitment, and a negative relationship between organizational commitment and the intention to leave the organization. However, contrary to expectations, the results indicated that perceived organizational support has no moderating effect on the relationship between breach and violation. This finding does not confirm previous findings from the study by Suazo and Stone-Romero (2011). This unexpected result led to testing a different combination between perceived organizational support and PC-breach and PC-violation, which is documented in the literature on nonprofessional employees. Thus, in accordance with previous results by Suazo (2009), the data from our research indicate that the relationship between PC breach and perceived organizational support is mediated by PC violation. This alternative research model suggests testing a long mediation process by which the breach influences the intention to leave the organization via the violation, the perceived organizational support, and professional and organizational commitment. This long mediation process has been confirmed by our data. Finally, the results of this research suggest that when working in a non-professional context, professional employees tend to react to breaches of the psychological contract in a similar way to non-professional employees.

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