GENERATIONAL DIFFERENCES IN PSYCHOLOGICAL CONTRACT CONTENT AND REACTIONS TO PSYCHOLOGICAL CONTRACT BREACH IN THE TRANSITION CONTEXT: A STUDY OF CROATIAN EMPLOYEES

1970 ◽  
Vol 9 (4) ◽  
pp. 395
Author(s):  
Mojra Dautović ◽  
Zvonimir Galić
Keyword(s):  
Generation Y ◽  
Psychological Contract ◽  
Turnover Intention ◽  
Generational Differences ◽  
Moderating Effect ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
Older Employees ◽  
The Relationship ◽  
Effect Of Age

In our study we explored generational differences in psychological contract content (PCC) and reactions to psychological contract breach (PCB) among Croatian employees. We collected the data on a sample of 432 participants and compared the PCC between Generation Y (born from 1981 to 1993) and older employees (born between 1946 and 1980). The results showed that the Generation Y employees expected more from their employers regarding career development, work-life balance, and social atmosphere. At the same time, the older generation perceived stronger employer obligations related to organizational policy, and stronger employee obligations related to in-role performance. We also tested the moderating effect of age on the relationship between PCB and job attitudes (job satisfaction, organizational commitment, and turnover intention). The moderating effect was observed only for the relationship between PCB and turnover intention: the younger employees reacted to PCB with a stronger turnover intention than the older employees.

Psychological Contract Breach and Turnover Intention: The Moderating Roles of Adversity Quotient and Gender

2013 ◽  
Vol 41 (5) ◽  
pp. 843-859 ◽  
Author(s):  
Pao-Ling Chin ◽  
Min-Li Hung
Keyword(s):  
Psychological Contract ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Insurance Industry ◽  
Psychological Contract Breach ◽  
Staff Turnover ◽  
Moderating Effects ◽  
Contract Breach ◽  
And Gender ◽  
The Relationship

We examined the relationship between psychological contract breach (PCB) and insurance industry workers' turnover intention. We also explored the moderating effects of adversity quotient (AQ) and gender on that relationship. The results showed that turnover intentions were positively affected by PCB, and AQ significantly moderated that relationship. In contrast, the moderating effect of gender was not found to be significant. To retain employees, the findings of this study should be taken into account when developing training programs. However, future researchers should concentrate on different aspects of AQ that may also be relevant to staff turnover.

The Relationship between Psychological Contract Breach and Engagement: Job Satisfaction and Organisational Support as Moderators

2018 ◽  
Vol 10 (3(J)) ◽  
pp. 187-202
Author(s):  
Tjaart van der Westhuizen ◽  
Caren B. Scheepers ◽  
Tumo Kele
Keyword(s):  
Job Satisfaction ◽  
Work Engagement ◽  
Psychological Contract ◽  
Quantitative Research ◽  
Moderating Effect ◽  
Psychological Contract Breach ◽  
African Countries ◽  
Contract Breach ◽  
Organisational Support ◽  
The Relationship

The purpose of this study was to investigate the moderating effect of job satisfaction and organisational support on the relationship between psychological contract breach and work engagement. An experimental design involving quantitative research methodology was used, conducting a survey of 1 029 respondents. The relationship between psychological contract breach and work engagement is more complex than previous studies suggest: This research concludes that job satisfaction moderates the relationship between psychological contract breach and work engagement. Organisational support, however, does not have a significant moderating effect on this relationship. It was also limited to South African organisations; comparative studies in other African countries and other emerging markets would be useful. Psychological contract breach has an adverse effect on work engagement. This finding is particularly important for organisations going through economic difficulties with resultant resource losses - that are perceived by employees as a breach of psychological contract. This study suggests that organisations ought to commit their limited resources to increase job satisfaction during periods of change. It will lead to employees having a buffer between this breach and the risk of potentially lower engagement levels. Increased levels of employee job satisfaction would moderate the effect of psychological contract breach on work engagement – thus reducing the probability of poor work engagement. Surprisingly, organisational support did not have a significant moderating effect on the relationship between psychological contract breach and work engagement.

scholarly journals Psychological Contract Breach and Organizational Outcomes: Moderating Effect of Tenure

2019 ◽  
Vol 8 (S1) ◽  
pp. 46-51
Author(s):  
Sabu Varghese ◽  
M. S. Raju
Keyword(s):  
Job Satisfaction ◽  
Psychological Contract ◽  
Turnover Intention ◽  
Organizational Outcomes ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
Relational Contract ◽  
Employee Relationship ◽  
Employee Reactions ◽  
The Relationship

Conventional wisdom tells us that only if the employees are paid enough, they can be made happy consequently productive. However, studies have suggested that the nature of the relations between employer and employee have a vital role to play in employee’s job satisfaction, Likewise, employee’s intention to leave the organization is influenced by both money related factors and relational elements. Studies suggest that the nature of the employer-employee relationship significantly affects the employee perceptions and reactions. Psychological Contract is a model which will help one to understand the employer-employee relationship. The mutual expectations and obligations proportionate to each one’s contribution is a general way to define psychological contract. Research suggests that a breach of this contract can affect the organizational outcomes and employee reactions negatively. This study considers the psychological contract breach from the employees’ perspective. Although studies have been made on the effect of psychological contract breach on several organizational outcomes, little effort has been noticed to be made to study the effect of the commonly identified dimensions – relational contract breach and transactional contract breach- on the employee reactions. While social and emotional factors such as loyalty and support contribute to relational contract, compensation and personal benefits contribute to transactional contracts. This work is noteworthy as it assesses the effect of relational contract breach and transactional contract breach on job satisfaction and employee turnover intention. The study also examines the effect of individual level variable- tenure – on the relationship of RCB and TCB with job satisfaction and turnover intention. Respondents to this study were 228 teachers from the self-financing colleges in the district of Ernakulam, Kerala in India. The results suggest that relational and transactional contract breaches will lead to significant employee reactions- reduces job satisfaction and enhances turnover intention. Tenure moderates the relationship between relational contract breach and turnover intention but not between relational contract breach and job satisfaction. Conversely, tenure moderates the transactional contract breach- turnover intention relationship but not transactional contract breach- job satisfaction.

scholarly journals Psychological contract breach and voluntary turnover among newcomers: the role of supervisor trustworthiness and negative affectivity

2021 ◽  
pp. 1-21
Author(s):  
Émilie Lapointe ◽  
Christian Vandenberghe
Keyword(s):  
Psychological Contract ◽  
Negative Affectivity ◽  
Voluntary Turnover ◽  
Three Dimensions ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
Indirect Relationship ◽  
Relationship Of ◽  
The Relationship

Abstract This article looks at the relationship between psychological contract breach and voluntary turnover among newcomers, using supervisor trustworthiness as a mediator and negative affectivity as a moderator. Relying on data from 243 newcomers, psychological contract breach was found to be negatively related to the three dimensions of supervisor trustworthiness, i.e., ability, benevolence, and integrity. Supervisor integrity further mediated a positive relationship between psychological contract breach and voluntary turnover measured 8 months later. Psychological contract breach interacted with negative affectivity such that it was less negatively related to dimensions of supervisor trustworthiness at high levels of negative affectivity. The indirect relationship of psychological contract breach to voluntary turnover as mediated by supervisor integrity was also weaker at high levels of negative affectivity. We discuss the implications of these findings for research and practice.

scholarly journals The effects of Psychological Contract Breach on Organizational Citizenship Behavior

2012 ◽  
Vol 25 (3) ◽  
pp. 589-606
Author(s):  
Jieun Park ◽  
Wonkung Oh ◽  
MinSoo Kim
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Contract ◽  
Citizenship Behavior ◽  
Psychological Contract Breach ◽  
Future Research ◽  
Positive Affectivity ◽  
Contract Breach ◽  
The Relationship

This study examined that the role of dispositional affectivity in the relationship between psychological contract breach and organizational citizenship behavior (OCB). Based on data from 318 employees, we found that when the levels of promised and delivered inducements of psychological contract breach are equal, employees’ OCB increases the absolute levels of two types of inducements increase. Furthermore, we found that dispositional affectivity moderated the relationship between psychological contract breach and OCB. While positive affectivity strengthened the relationship between the delivered inducements of breach and OCB, negative affectivity moderated the relationship between the promised inducements of breach and OCB. These results contribute the psychological contract literature and employment relationship. Implications are discussed and directions for future research are provided.

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