Employee Responses To Psychological Contract Breach And Violation: Intentions To Leave The Job, Employer Or Profession

Empirical research supports the idea that the perception of under-fulfillment of psychological contract (i.e., breach and violation) increases the willingness to leave the employer via turnover cognitions (i.e., available alternatives and search a job). Further research indicates that employee turnover is not only restricted to the notion of an employee leaving an employer to join another employer. To go beyond this restriction, data were collected among a sample of professional employees. The results suggest that when employees feel that under-fulfillment of psychological contract occur, they may leave the organization or the current job for one another by in the same organization, but did not consider leaving the profession. Findings are discussed in light of relevant literature.

Download Full-text

Moderated Mediation Effect by Group Interaction in a Political Work Environment

Social Behavior and Personality An International Journal ◽

10.2224/sbp.2014.42.10.1651 ◽

2014 ◽

Vol 42 (10) ◽

pp. 1651-1660

Author(s):

Po-Chien Chang ◽

Jui-Ching Chien ◽

Tong-Ming Lin

Keyword(s):

Social Exchange ◽

Psychological Contract ◽

Turnover Intention ◽

Employee Turnover ◽

Group Interaction ◽

Mediation Effect ◽

Psychological Contract Breach ◽

Political Climate ◽

Contract Breach ◽

Employee Turnover Intention

We drew on social exchange and situational strength theoretical perspectives to examine the mechanism through which the political climate influences employee turnover intention. Participants comprised 750 employees working in 56 work groups in Taiwan. The findings demonstrated that psychological contract breach partially mediated the relationship between political climate and employee turnover intention. In addition, group interaction moderated the indirect effect of political climate on employee turnover intention through psychological contract breach, such that the mediated effect of political climate was weaker in good group interaction than in poor group interaction.

Download Full-text

The moderating effect of power distance on employee responses to psychological contract breach

European Journal of Work and Organizational Psychology ◽

10.1080/1359432x.2014.961432 ◽

2014 ◽

Vol 24 (6) ◽

pp. 853-865 ◽

Cited By ~ 21

Author(s):

Thomas J. Zagenczyk ◽

Kevin S. Cruz ◽

Janelle H. Cheung ◽

Kristin L. Scott ◽

Christian Kiewitz ◽

...

Keyword(s):

Psychological Contract ◽

Power Distance ◽

Moderating Effect ◽

Psychological Contract Breach ◽

Contract Breach ◽

Employee Responses

Download Full-text

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

Relations industrielles ◽

10.7202/1037663ar ◽

2016 ◽

Vol 71 (3) ◽

pp. 521-543 ◽

Cited By ~ 3

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.

Download Full-text