scholarly journals Job Security and Organizational Citizenship Behaviors in Chinese Hybrid Employment Context: Organizational Identification Versus Psychological Contract Breach Perspective Differences Across Employment Status

2021 ◽  
Vol 12 ◽  
Author(s):  
Wenzhu Lu ◽  
Xiaolang Liu ◽  
Shanshi Liu ◽  
Chuanyan Qin
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Psychological Contract ◽  
Organizational Identification ◽  
Employment Status ◽  
Organizational Citizenship Behaviors ◽  
Job Security ◽  
Psychological Contract Breach ◽  
Citizenship Behaviors ◽  
Contract Breach

The goal of the present research was to identify the mechanism through which job security exerts its different effects on organizational citizenship behaviors (OCB) among contract and permanent employees from social identity and social exchange perspectives. Our research suggests two distinct, yet related explanatory mechanisms: organizational identification and psychological contract breach, to extend the job security literature by examining whether psychological contract breach and organization identity complement each other and explaining the mechanism of different behaviors response to job security across employment status. Data were collected from 211 Chinese employees and 61 supervisory ratings of OCBs. Our results showed that relative to psychological contract breach, organizational identification plays a stronger mediating role in the association between job security and OCBs. Evidence from multi-group analyses also suggested employment status moderated the mediation mechanism of organizational identification between job security and OCB. Implications for job security and hybrid employment management are discussed.

Impact of individual psychological contract breach on organizational citizenship behavior at individual level: Mediating role of trust in supervisor

2021 ◽  
Vol 6 (1) ◽  
pp. 373-390
Author(s):  
Athar Marwat ◽  
Dr. Adil Adnan
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Contract ◽  
Citizenship Behavior ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
Mediation Effects ◽  
Individual Level ◽  
Indirect Relationship

This study investigates the relationship between individual psychological contract breach on organizational citizenship behavior at individual level and to test the mediation effects of trust in supervisor. The study was carried out in software industry of KPK, Pakistan. Data was gathered from 337 operational level executive (i.e. executive, assistant manager, manager) through randomly selected sampling method. Numerous statistical techniques (correlation, regression) had been used to deduct the results. Results indicate that individual psychological contract breach significantly predicts organizational citizenship behavior at individual level and with trust in supervisor and fully mediates the indirect relationship between individual psychological contract breach and organizational citizenship behavior at individual level. This research also provides the empirical evidence regarding significance of individual psychological contract grounded on social exchange and affective events theory in the context of KPK, Pakistan. Lastly, contribution of study, limitations and future directions are also discussed.

Social exchange and psychological ownership as complementary pathways from psychological contract fulfillment to organizational citizenship behaviors

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Donald G. Gardner ◽  
Jon L. Pierce ◽  
He Peng
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Psychological Contract ◽  
Organizational Citizenship Behaviors ◽  
Psychological Ownership ◽  
Equation Modeling ◽  
Citizenship Behaviors ◽  
Employee Outcomes ◽  
Content Type ◽  
Psychological Contract Fulfillment

PurposeSocial comparison and job-based psychological ownership (JPO) are compared and contrasted as explanations for relationships between organization relational psychological contract fulfillment (ORPCF) and organizational citizenship behaviors (OCBs).Design/methodology/approachSurvey data were collected from 241 employees and 82 of their managers at an information services company. Data were analyzed using structural equation modeling to test for hypothesized and exploratory indirect relationships.FindingsConsistent results were found for sequential mediation from ORPCF to employee investment of the self into the job, to JPO, to supervisor-rated helping and voice OCBs. Employees' perception of their relational psychological contract fulfillment (social exchange) did not simultaneously mediate the relationships between ORPCF and employees' OCBs.Research limitations/implicationsPsychological ownership presents a complement to social exchange to explain effects of relational psychological contract fulfillment on employee outcomes. Because of the cross-sectional nature of the data conclusions about causality are quite limited.Practical implicationsOrganizations and managers should emphasize that fulfillment of relational psychological contract obligations represent a significant investment in employees, who reciprocate by investing themselves into their work. This in turn bolsters JPO and its positive employee outcomes.Originality/valueThis is the first study to directly compare social exchange and psychological ownership explanations for effects of psychological contract fulfillment on employees.

scholarly journals Psychological Contract Breach and Work Performance in the Public Sector in Ghana

2020 ◽  
Vol 2 (2) ◽  
pp. 38-43
Author(s):  
Christine Ampofo-Ansah ◽  
Joseph Ampofo Ansah
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Psychological Contract ◽  
Work Performance ◽  
Job Security ◽  
Psychological Contract Breach ◽  
Exchange Relationship ◽  
Contract Breach ◽  
Social Exchanges ◽  
The Impact

Work in organizations entails an exchange relationship between employees and organization. Apart from the written employment contract, there still exists a set of mutual expectations from the two parties (employer and employee) which remain unwritten and unvoiced and yet drives the behavior of both workers and organizations alike, and this is what is referred to as the psychological contract. Psychological contract refers to the employees’ subjective interpretations and evaluations of their deal with the organization. The aim of this study is to explore the impact of breaches or violations in the psychological contract on the performance of employees. It aims to present two concurrent hypotheses, based on theoretical interaction effects of social exchanges (conceptualized as social exchange relationships, fairness, and job security).Data were collected from a sample of 150 employees from both Public and Private Banks in Ghana. Regression analysis was used to explore the moderating effects of social exchanges on the relationships between psychological contract breach and work performance (operationalized as in- role behaviors and organizational citizenship behaviors).It was found that the negative relationship between psychological contract breach and work performance was moderated by social exchanges, such that the relationship was stronger for employees with high social exchange relationship, perceived organizational support, and job security which means that psychological contract breach will negatively affect employees with higher expectations in social exchanges. Keywords: Breach of contract; Social interaction; Psychological contracts; Job satisfaction

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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