Relevant bibliographies by topics / Psychological contract breach and violation

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Psychological contract breach and violation'

Author: Grafiati
Published: 4 June 2021
Last updated: 16 February 2022

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Journal articles on the topic "Psychological contract breach and violation"

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LIU, Hongyan, Jinglan Yang, and Xiaoxi Chen. "Making the Customer-Brand Relationship Sustainable: The Different Effects of Psychological Contract Breach Types on Customer Citizenship Behaviours." Sustainability 12, no. 2 (January 15, 2020): 630. http://dx.doi.org/10.3390/su12020630.

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Customer citizenship behaviours are important for a sustainable customer-brand relationship, yet little is known about the effect of psychological contract breach on citizenship behaviours. From the perspective of psychological contract theory, this research examined the impact of psychological contract breaches on customer citizenship behaviours through the mediating mechanism of psychological contract violation in the customer-brand relationship. Experiments were used to assess the effect of two types of psychological contract breaches on customer citizenship behaviours. The results show that the negative effect of a relational contract breach differs between the dimensions of citizenship behaviours. A relational contract breach has direct and indirect negative effects on recommendation behaviours and helping behaviours, but it does not affect voice behaviours. A transactional contract breach directly and negatively influences recommendation behaviours, but it has no effect on voice behaviours. A transactional contract breach indirectly increases helping behaviours through psychological contract violation. Psychological contract violation partially mediates the effect of a transactional contract breach on customer recommendation behaviours and fully mediates the effect of a relational contract breach on helping behaviours. These findings generate managerial implications for firms aiming to maintain sustainable customer-brand relationships.
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Paillé, Pascal, Nicolas Raineri, and Patrick Valeau. "The Effects of the Psychological Contract Among Professional Employees Working in Non-Professional Organizations." Articles 71, no. 3 (October 19, 2016): 521–43. http://dx.doi.org/10.7202/1037663ar.

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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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Zhao, Xin, Na Fu, Susan Taylor, and Patrick C. Flood. "The dynamic process of customer psychological contracts in a service context." International Journal of Market Research 62, no. 6 (August 20, 2019): 707–24. http://dx.doi.org/10.1177/1470785319867637.

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This study aims to extend our understanding of the customer-service team relationship from a new angle, that is, the customer psychological contract. This study adopts the psychological contract theory, proposes and empirically tests a dynamic process of customer psychological contract with the sales teams. In particular, this study examines the relationships between customer psychological contract breach, violation, and satisfaction. In addition, it identifies sales team exhaustion, and customer past positive experience as the conditions which moderate the link between customer psychological contract breach and violation. Using multisource data collection from matched 263 sales team members with 1,003 customers nested in 88 sales teams, the results from multilevel modeling show that customer psychological contract breach leads to a high level of perceived violation, which in turn reduces customer satisfaction. Although sales team exhaustion amplifies the positive impact of customer psychological contract breach on violation, customer past positive experience diminishes such impact. Overall, this study provides a unique contribution to existing literature on the service organization, psychological contract, and the management of customer and service team interactions.
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Coyle-Shapiro, Jacqueline A. M., Sandra Pereira Costa, Wiebke Doden, and Chiachi Chang. "Psychological Contracts: Past, Present, and Future." Annual Review of Organizational Psychology and Organizational Behavior 6, no. 1 (January 21, 2019): 145–69. http://dx.doi.org/10.1146/annurev-orgpsych-012218-015212.

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We provide a review of psychological contract research, beginning with past conceptualizations and empirical evidence. We tailor this retrospective look by reviewing the antecedents and outcomes associated with psychological contract breach and discussing the dominant theoretical explanations for the breach-outcome relationship. This synthesis of past evidence provides the foundation for reviewing the present emerging and developing themes in psychological contract research. This discussion is organized around the expansion of resources exchanged and the antecedents of contract breach and outcomes, moving beyond reciprocity as an underpinning explanation. We highlight the practical implications of research to date on psychological contracts and end with directions for future research to include the need for greater attention given to ideological currency, employee health, polycontextual approaches, the role of psychological needs, and post-breach/violation.
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Kurt, Havana Sevcan. "Psychological contract violation and turnover intention." Global Journal of Psychology Research: New Trends and Issues 10, no. 2 (September 30, 2020): 160–69. http://dx.doi.org/10.18844/gjpr.v10i2.4566.

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The purpose of this research was to examine the role of loyalty where employees perceive the effect on their psychological contract breach of the bank’s intention to leave the call centre operating in Turkey. For this purpose, the literature was examined and a research questionnaire was prepared based on the psychological contract violation (PC), intention to quit and perception of loyalty. This survey was used to collect data of 634 banking call centres operating in Turkey using the sampling method. Statistical Package for the Social Sciences 25 and LISREL 8.7 statistical package programmes were applied in the analysis of the research data. Structural equation modelling was used to test the research hypothesis. In the relationship between (PC) and turnover intention, employee-perceived loyalty has a partial mediating role. This result is considered important for bank managers and human resources specialists who want to improve their success and the quality of the service they offer to their customers. In this study, only the perceptions of the employee were examined. It is also recommended to examine the perceptions of managers working in different sectors. Keywords: Loyalty, psychological contract violation, turnover intention.
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Peyrat-Guillard, Dominique. "Union Discourse and Perceived Violation of Contract." Articles 63, no. 3 (October 14, 2008): 479–501. http://dx.doi.org/10.7202/019098ar.

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This article proposes a study of the violation of contract process through a case study. The study is based on a discourse of the union, SUD Michelin, which is contrasted both with those of another union, the CFE-CGC Michelin and of the senior management of the corporation. The results highlight the possibility of applying Morrison and Robinson’s (1997) Psychological Contract Violation model at the social contract level. The emotional reactions appearing in the literature, which are associated with contract violations, can be seen in the union discourse of the SUD. The other union does not perceive any breach of contract. These differences may be attributed to the very nature of social contracts—relational in the first case, and more balanced in the second.
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Griep, Yannick, Tim Vantilborgh, and Samantha K. Jones. "The relationship between psychological contract breach and counterproductive work behavior in social enterprises: Do paid employees and volunteers differ?" Economic and Industrial Democracy 41, no. 3 (February 26, 2018): 727–45. http://dx.doi.org/10.1177/0143831x17744029.

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Scholars agree that counterproductive work behavior (CWB) is instigated by psychological contract breach and feelings of violation. This article focuses on the mediating role of feelings of violation (a mixture of negative emotions) in the relationship between psychological contract breach and CWB, and assesses whether volunteers and paid employees experience a similar chain of events. The study uses Mplus 7 to estimate a moderated mediation model with bootstrapping. The results indicate that both paid employees and volunteers (1) experience feelings of violation when perceiving psychological contract breach, and (2) engage in CWB targeted to the organization (CWB-O) when experiencing feelings of violation. However, these relationships were not significantly different when comparing paid employees and volunteers. It is hence concluded that a similar chain of cognitions and emotions explains why volunteers and paid employees engage in CWB-O. In unraveling this sequence, possibilities for targeted interventions are suggested.
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Sadiq, Sibgha. "Relationship between Psychological Contract Violation, Supervisory Support, Psychological Contract Breach and Organizational Citizenship Behavior." IOSR Journal of Business and Management 16, no. 3 (2014): 48–53. http://dx.doi.org/10.9790/487x-16314853.

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Othman, Rozhan, Rasidah Arshad, Noor Azuan Hashim, and Rosmah Md Isa. "PSYCHOLOGICAL CONTRACT VIOLATION AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR." Gadjah Mada International Journal of Business 7, no. 3 (September 12, 2005): 325. http://dx.doi.org/10.22146/gamaijb.5582.

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A psychological contract is an implicit understanding between a group of employees and their employer that arose as a result of a particular leadership style. Psychological contract violation (PCV) is said to occur when there is a perceived breach of promise that leads to an emotional and affective response. The literature on PCV posits a number of antecedents and outcomes of PCV. This study seeks to develop a model of PCV by linking it with justice and organizational citizenship behavior (OCB). It is argued that the antecedents of PCV lead to a sense of injustice. These will then create the emotional response that is indicative of PCV. It is also argued that an outcome of this PCV experience is reduced OCB and the emergence of a new outlook towards employment relationship. Data was collected from a Malaysian company that initiated a voluntary separation scheme as part of an effort to downsize its work force. The finding of this study provides partial support for the model.
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Jamil, Amber, Usman Raja, and Wendy Darr. "Psychological Contract Types as Moderator in the Breach-Violation and Violation-Burnout Relationships." Journal of Psychology 147, no. 5 (September 2013): 491–515. http://dx.doi.org/10.1080/00223980.2012.717552.

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Dissertations / Theses on the topic "Psychological contract breach and violation"

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Van, der Merwe Sophie Wilhelmine. "Perceived breach and violation of the psychological contract in a collectivistic culture." Thesis, Rhodes University, 2015. http://hdl.handle.net/10962/d1017523.

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The significance of relationships on economic actions and employee behaviour makes it critical for employers to understand the dynamics of employment through mutual obligations (Rousseau, 1990; Guest, 2004b). The psychological contract affords a broad platform to study the employment relationship (Thomas et al., 2010), and is an important tool for organisational success (McDermott et al., 2013). The literature review contained in this study indicates the differences in contracting environments due to the prevailing cultural orientation. However, there is a dearth of research in collectivistic culture, to which this study will add. The literature also makes a distinction between perceptions of breach and violation. While perceptions of breach of the psychological contract is the perception that the employer has not met all obligations and promises, violation is the emotional and affective state following breach (Morrison & Robinson, 1997) and results in negative or deviant behaviours (Chiu & Peng, 2008). Both breach and violation perceptions negatively affect employee behaviours and attitudes in the workplace (Aggarwal & Bhargava, 2014). This research assumed a constructivist paradigm and builds understanding of the outcomes of breach and violation of the psychological contract on employees’ working life in a collectivistic environment. Primary data collection was by in-depth semi-structured, one on one interviews with five employees of a state-subsidised organisation in East London, making use of convenience sampling. Follow up interviews were conducted, resulting in 7ₑ/₄ hours of interviewing time. Cultural orientation was ascertained through the use of a questionnaire. The findings of this study confirmed that the type of psychological contract entered into influences the outcomes of perceptions of breach and violation. Both dimensions of collectivism, namely institutional and in-group, were practised in this environment, which also impacted on both the individual’s experience and outcomes for the organisation. The latter was influenced by commitment to organisational goals and supervisory or collegial relationships. Most notable of the results is the effect of expectations of transitional justice on experience of the psychological contract. Practical implications and recommendations for future research are made. This research is presented in three sections; firstly the research is presented in the format of an academic paper and includes a concise summary of literature and research method. The second section is an expanded literature review of the psychological contract and its influencing factors, as well as the outcomes of breach and violation. The last section describes and justifies in detail the design of the research and the research procedure followed.
Alternate name: Van der Merwe, Somine
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Johnson, Nicole Annette. "An Examination of the Relational Aspects of Leadership Credibility, Psychological Contract Breach and Violation, and Interactional Justice." Diss., Virginia Tech, 2009. http://hdl.handle.net/10919/37557.

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Especially during times of intense change, managers may negatively impact the quality of employee-manager relationships by breaching or violating psychological contract terms and exhibiting unfair treatment (i.e., interactional injustice) in the workplace. A psychological contract is conceptualized as an exmployee's perception or individualistic belief about the reciprocal and promissory nature of the employment relationship (Argyris, 1960; Levinson, Price, Munden, Mandl, & Solley, 1966; Rousseau, 1989, 1990, 1995; Schein, 1965, 1994). Misperceptions surrounding contractual changes and perceived misalignments between managers' words and deeds have contributed to employee perceptions of contract breach and violation, which are linked to negative employee attitudes and behaviors (Andersson, 1996; Morrison & Robinson, 1997; Pate, Martin, & Staines, 2000; Rousseau, 1995). Employees may simultaneously experience interactional injustice when managers act in disparaging ways and fail to provide adequate explanations (Bies, 1989; Bies & Moag, 1986). Leadership literature has provided evidence that high-quality leadership can positively influence employees' behaviors and attitudes and increase perceptions of workplace fairness (Dirks & Ferrin, 2002; Kickul, Gundry, & Posig, 2005; Kouzes & Posner, 2003). However, the relational role of leadership credibility, within the context of psychological contract breach and violation and interactional justice, has not been examined in leadership, psychological contract, and organizational justice literatures. This study was designed to explore the relationships between leadership credibility, interactional justice, and psychological contract breach and violation. The results of the study confirmed that employees' perceptions about leaders' credibility does strongly relate to managerial violation, interpersonal justice, and informational justice.
Ph. D.
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Zottoli, Michael A. "Understanding the process through which breaches of the psychological contract influence feelings of psychological contract violation: an analysis incorporating causal, responsibility and blame attributions." The Ohio State University, 2003. http://rave.ohiolink.edu/etdc/view?acc_num=osu1054515958.

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Rever-Moriyama, Sandra D. "Do unto others, the role of psychological contract breach, violation, justice, and trust on retaliation behaviours." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape10/PQDD_0021/NQ47911.pdf.

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Strydom, Chanette. "The psychological contract of designated and non-designated groups in a financial institution / C. Strydom." Thesis, North-West University, 2009. http://hdl.handle.net/10394/5035.

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Due to socio-political transformation, South Africa has been subjected to dramatic changes that influenced employment relationships, employment contracts between employees and employers arid the psychological contract of employees. Due to all these socio-political changes different groups of employees experience differences in their psychological contracts and have certain expectations that their organisation should fulfil. The general objective of this research is to determine the psychological contract of designated and non-designated groups of a banking institution in the North West Province. A cross-sectional survey design was used to collect the data and reach the objectives of this study. Stratified random sample (n = 131) was taken from permanently appointed designated and non-designated employees of different branches in a South African banking institution in the North West Province. A structured, self-completion questionnaire was used to collect the data. The Psycones Questionnaire and discrimination and affirmative action questions were selected from different existing questionnaires and were used to compile the questionnaire. Descriptive statistics (e.g. means, standard deviations, skewness and kurtosis) were used to analyse the data. Pearson product-moment correlation coefficients were used to assess the relationships between the variables. Multiple regression analyses were used to investigate the effects of the variables in this study, multivariate analysis of variance (MANOVA) was performed to assess the differences in the experience of affirmative action policies of demographic groups. Item-level analysis is performed by using analysis of variance (ANOVA). The results indicated that designated and non-designated groups of employees do not experience a difference in their breach or violation of their psychological contracts when affirmative action policies are correctly implemented and communicated. Based on the findings of this study organisations are advised to ensure that affirmative action policies are implemented correctly and communicated to all groups of employees, and then designated and non-designated employees would not differ in their experience of violation in their psychological contracts. Limitations in the research are identified and recommendations were made.
Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2010.
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Grobler, Alida Jacoba. "The psychological contract and leadership styles : performance of a semi-professional rugby team / A.J. Grober." Thesis, North-West University, 2011. http://hdl.handle.net/10394/4385.

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This dissertation examines the influence of the psychological contract and leadership styles on the perceived performance of semi-professional rugby teams. Little research has connected the psychological contract and sport, and little research has investigated the effect of specific leader behaviours on the performance of sport teams. It was therefore the objective of this dissertation to analyse the content of the psychological contract of rugby team members, and to determine the correlation between the psychological contract and the perceived performance of rugby team members. This dissertation also set out to analyse the content of the preferred leadership style of the team captain and the own leadership style of team members, and to determine the correlation between leadership styles and perceived performance. A longitudinal research design was chosen, along with a non-probability sampling technique. The sample consisted of rugby team members from a prominent rugby-playing university in South Africa. Questionnaires were used to investigate the content of the psychological contract and preferred leadership style and own leadership style, as well as their relationship to perceived performance. The results indicated no correlation between the psychological contract and perceived performance, nor any correlation between leadership styles and perceived performance. A strong correlation, on the other hand, was found between the preferred leadership style of the team captain and the own leadership style of team members. A strong correlation between institute obligations and player obligations was also established.
Thesis (M.Com. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2011.
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Baeshen, Mashhour H. "Antecedents and outcomes of psychological contract breach : coping behaviour as a mediator of the effects of feelings of violation related to service outcomes." Thesis, Cardiff University, 2018. http://orca.cf.ac.uk/117617/.

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Psychological contract is “an individual’s relational schema regarding the rules and conditions of the resource exchange between the organization and the person” (Guo et al., 2015, p.4). When people think they are not getting what they expect from a contractual agreement, psychological contract breach occurs (Morrison and Robinson, 1997). Driven by lack of research investigating the antecedents and outcomes of psychological contract breach within service encounters, this study extends existing research on psychological contract theory (Rousseau, 1995) and service marketing literature using the cognitive appraisal theory to investigate antecedents and outcomes of psychological contract breach within a service setting. The study examines a comprehensive model that analyses cognitive appraisal and emotional elicitation to further contribute to service marketing literature. An examination of the direct effects of feelings of violation on service outcomes precludes an understanding of people’s responses to violation-inducing service incidents. Building upon stress-and-coping theory (Folkman and Lazarus, 1984), this study also examines three consumer coping strategies as mediators of violation on consumer’s affective states and behavioural outcomes. Therefore, this study aims to build on prior marketing literature research, which has focused narrowly on psychological contract fulfilment and violation, to expand service failure literature by examining antecedents and outcomes of perceived psychological contract breach in a more holistic view. Using a survey-based approach, 779 usable responses were collected using an online panel by targeting mobile phone users in the USA. Subsequently, structural equation modelling procedures were followed using AMOS23 to analyse the data. The findings reveal that psychological contract breach can be a source of service failure during service encounters and the perception of contract breach within service encounter failures lead to negative outcomes. Service managers should ask customers to provide feedback that tailored to capture psychological contract issues. Customer active and expressive coping strategies mediate effects of violation on service outcomes. Hence, when customers perceive a contract breach, service managers should encourage customers to use active coping to fix the problem. Otherwise, customers may cope by expressing their feelings of violation to others or deny the failure episode, both of which lead to unfavourable service outcomes for the firm.
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Diedericks, Elsabé. "Flourishing of employees in the information technology industry in South Africa / Elsabé Diedericks." Thesis, North-West University, 2012. http://hdl.handle.net/10394/10278.

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Organisations worldwide are experiencing an explosion of knowledge in the current technological information age as well as a serious skills shortage. The fast-paced aggressive and highly cyclical nature of the profession which often does not provide employees with the necessary resources and support causes employees in the information technology (IT) industry to show high turnover intent which is extremely costly and detrimental to organisational success. IT specialists are becoming a scarce commodity in a highly competitive environment where financial gain is very important and employee well-being is not necessarily a prerogative. Employers are faced with additional obligations than just paying equitable salaries, such as creating an environment that is conducive towards well-being. Efforts to promote flourishing and optimal functioning of employees will affect individual and organisational outcomes. Flourishing and languishing are opposite end points on a continuum of mental health indicating the emotional, psychological and social well-being of individuals. An individual who feels well (emotional well-being) is more likely to function well (psychological and social well-being) which means meeting the criteria for positive mental health as flourishing. Investments in the well-being of employees lay the basis for positive employment relations. The aim of this study was to investigate the flourishing of employees in the information technology industry and to determine the antecedents and outcomes thereof. A cross-sectional survey design was used to gather data regarding the flourishing of IT professionals and its outcomes. A convenience sample (N = 205) was taken of employees in information technology organisations in South Africa. The measuring instruments used were the Mental Health Continuum Short Form, Job Satisfaction Scale, Work Engagement Scale, Work-related Basic Need Satisfaction Scale, Work Role Fit Scale, Psychological Contract Inventory, Violations of PC Questionnaire, Organisational Commitment Scale, Turnover Intention Scale and Counterproductive Work Behaviour measures. The results of study 1 showed that 58.5% of the IT professionals were neither languishing nor flourishing, while 3.9% were languishing. Flourishing strongly impacted job satisfaction and had minor to moderate direct and indirect effects on organisational citizenship behaviour and organisational commitment. Job satisfaction impacted directly and positively on organisational commitment and negatively on turnover intention; and moderately negatively on counterproductive behaviour. Flourishing had both a direct and positive effect, and an indirect and negative effect (via organisational commitment) on turnover intention. Study 2 showed that psychological contract breach and violation strongly and negatively impacted flourishing at work and in life. The results provided support for a model in which psychological contract breach and violation had both direct and indirect effects via satisfaction of psychological needs on job satisfaction, work engagement, turnover intention and flourishing of IT professionals. Study 3 showed that work role fit and the availability of resources were strong predictors of flourishing at work and in life. Work role fit, the availability of resources, and supervisor relations impacted job satisfaction and social well-being indirectly through autonomy satisfaction. The availability of resources impacted work engagement and psychological well-being indirectly via competence satisfaction. Furthermore, work role fit, the availability of resources, and supervisor relations impacted psychological well-being indirectly through relatedness. Recommendations for future research were made.
PhD, Labour relations management, North-West University, Vaal Triangle Campus, 2012
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Kelly, Darrell Scott. "Psychological Contract Breach by the Supervisor." Wright State University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=wright1401823678.

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Guo, Chen. "Employee attributions and psychological contract breach in China." Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/employee-attributions-and-psychological-contract-breach-in-china(816ca8ec-ef70-4008-af6d-316c7809f708).html.

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Breaches of the psychological contract (i.e., subjective experiences that are based on an individual’s perception that another party has failed to realise the obligations that had been promised) can have negative consequences for employees, such as reducing employees’ performance, job satisfaction and organisational commitment. The main aim of this study is to examine how employee attributions about the causes of psychological contract breach shape the relationship between psychological contract breach and employee outcomes. Based on existing literatures, two models concerning of the role of employee attributions are compared. A moderation model proposes that employee attributions moderate the relationship between psychological contract breach and employees outcomes. A mediation model asserts that employee attributions play a mediating role in the mechanism of psychological contract breach affecting employee outcomes. In addition, a relatively unexplored aspect why employees make different attributions in response to psychological contract breach was identified. The aim of this study is to examine whether individual differences (i.e., individualism/collectivism and employee proactivity) shape the employee attributions of psychological contract breach. Two survey-based studies were conducted in China. The first study (N = 261) developed new measures of psychological contract breach and employee attributions. The second study (N = 634) further refined the new measures and tested the study hypotheses using Structural Equation Modelling. The results show that psychological contract breach was significantly related to internal and external employee attributions as well as employee outcomes (i.e., employee well-being, leadership perceptions and supervisor ratings of performance). But a central message that emerges from this research is that employee attributions are more likely to play a moderating role than a mediating role in the relationship between psychological contract breach and employee outcomes. This study mainly has four theoretical contributions, which are developing and testing a model of psychological contract breach and employee attributions, extending the understanding of the relationship between psychological contract breach and employee attributions, extending the criterion space of psychological contract breach and employee attributions, and developing a more specific understanding of how employee attributions shape the employee outcomes of psychological contract breach.
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Books on the topic "Psychological contract breach and violation"

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Coyle-Shapiro, Jacqueline A.-M., Marjo-Riitta Diehl, and Chiachi Chang. The Employee–Organization Relationship and Organizational Citizenship Behavior. Edited by Philip M. Podsakoff, Scott B. Mackenzie, and Nathan P. Podsakoff. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780190219000.013.27.

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Drawing upon social exchange theory and the norm of reciprocity, we review the employee–organization relationship (EOR). A number of EOR frameworks share common theoretical ground yet have developed independently: psychological contracts, perceived organizational support, employment relationship, social and economic exchange, and idiosyncratic deals. We examine the empirical evidence linking each of the frameworks to employees’ organizational citizenship behavior (OCB). Relationships based on minimal investment (quasi-spot contracts and transactional psychological contracts) and psychological contract breach are negatively related to OCB. Economic exchange is unrelated to OCB. Relationships that demonstrate investment, support, fulfillment of obligations, and granting of idiosyncratic deals are positively related to OCB because they signal a trusting and benefit conferring relationship. We outline challenges and future research directions that address the “value addedness” of the EOR frameworks.
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Book chapters on the topic "Psychological contract breach and violation"

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Le, Tran Thi Bao, Gina Gaio Santos, and Ana Paula Ferreira. "Psychological Contract Breach and Violation: The Case of Temporary Workers in Vietnam." In International Human Resources Management, 91–108. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-15308-7_6.

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Cohen, Aaron. "Psychological Contract Breach." In Fairness in the Workplace, 43–50. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137524317_4.

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Farrelly, Daniel. "Social Contract Rule Violation." In Encyclopedia of Evolutionary Psychological Science, 1–3. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-16999-6_3444-1.

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Farrelly, Daniel. "Social Contract Rule Violation." In Encyclopedia of Evolutionary Psychological Science, 7654–56. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-319-19650-3_3444.

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Pilbeam, Stephen, and Roger Metcalfe. "Violation of the Psychological Contract in Employment." In Contemporary Themes in Strategic People Management, 56–66. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-27224-9_6.

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Herrmann, Andrew F. "Broken promises: psychological contract breach, organizational exit, and occupational change." In Organizational Autoethnographies, 144–62. New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315213880-9.

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Mostafa, Rania, and Cristiana Raquel Lages. "Service Recovery Strategies and Perceived Justice: The Moderating Role of Psychological Contract Violation." In The Customer is NOT Always Right? Marketing Orientationsin a Dynamic Business World, 655. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50008-9_177.

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Okabe, Noriko. "Interaction of Psychological Contract Violation and Emotional Labour: Recovery of Organizational Trust and Job Satisfaction." In Applied Psychology Readings, 239–61. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-8034-0_14.

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Rai, Arpana, and Upasna A. Agarwal. "Linking Workplace Bullying and Work Outcomes: Mediating Role of Psychological Contract Violation and Moderating Role of Psychosocial Safety Climate." In Indian Perspectives on Workplace Bullying, 79–110. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-13-1017-1_4.

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Akinyemi, Benjamin Oyegoke. "Managing the New Psychological Contract." In Encyclopedia of Human Resources Information Systems, 640–48. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch093.

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Abstract:
Employees have other expectations as an extension of what is usually expressly stated in formal, written or legally binding employment contracts. They (employees) develop perceptions about certain obligations which employers should fulfill in response to their contributions. This informal but normal employee expectation is known as the psychological contract. The effective management of the psychological contract in modern organizations has never been more crucial for managers. This is essentially because of the subjective and fluid nature of this concept, differences in personal values, and an accelerated pace of change in the operating environment of organizations. A good employment relationship creates an enabling environment for employees enhancing performance and productivity. It is also the bedrock of job satisfaction, motivation, commitment, citizenship behaviour, and employee retention. These factors are key determinants of organizational success and sustainability. A perceived breach or violation results in negative attitudinal and behavioral responses, whereas a positive psychological contract boosts employees’ morale. In this article, we explore the concept of the psychological contract, its changing nature, and effective management. Insight is given on managing the psychological contract to enhance the commitment, performance, and productivity of employees as well as continued organizational success in a constantly volatile environment.
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Conference papers on the topic "Psychological contract breach and violation"

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Khalid, Shazia. "Perceived Organizational Politics And Psychological Contract Breach And Violation In Pharmaceutical Employees." In AIMC 2017 - Asia International Multidisciplinary Conference. Cognitive-Crcs, 2018. http://dx.doi.org/10.15405/epsbs.2018.05.54.

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Ying Han, He Yi Song, and Xi Chen. "Notice of Retraction: From psychological contract breach to violation - The moderated mediating effect of employees' attribution." In 2011 2nd International Conference on Artificial Intelligence, Management Science and Electronic Commerce (AIMSEC 2011). IEEE, 2011. http://dx.doi.org/10.1109/aimsec.2011.6010637.

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Lambey, Linda, Herman Karamoy, Robert Lambey, and Lintje Kalangi. "Exploring Psychological Contract Breach of Indonesian Academics." In Proceedings of the 5th Annual International Conference on Management Research (AICMaR 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/aicmar-18.2019.25.

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Jing, Shao, and Cao Yake. "Effective Communication and the Prevention of Psychological Contract Breach." In 2009 First International Workshop on Database Technology and Applications, DBTA. IEEE, 2009. http://dx.doi.org/10.1109/dbta.2009.141.

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Riemenschneider, Cynthia K., and Deborah J. Armstrong. "What Influences IT Professional Psychological Contract Violation?" In 2012 45th Hawaii International Conference on System Sciences (HICSS). IEEE, 2012. http://dx.doi.org/10.1109/hicss.2012.678.

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Jin Yan, Ying Zhang, and Huizhen Pan. "Psychological contract breach and compensation of online customer service failure." In 2009 6th International Conference on Service Systems and Service Management. IEEE, 2009. http://dx.doi.org/10.1109/icsssm.2009.5174920.

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Hammer, Bryan, Tianjian Zhang, Forough Nasirpouri Shadbad, and Rupesh Agrawal. "Psychological Contract Violation and Sharing Intention on Facebook." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2019. http://dx.doi.org/10.24251/hicss.2019.335.

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Wang, Yongyue, and Feng Wei. "The impact of organizational behavior on psychological contract breach in China." In 2009 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2009. http://dx.doi.org/10.1109/ieem.2009.5372890.

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Yang Lin, Zhu Liye, and Zhao Weixi. "Research on the intervention of brand psychological contract violation perception." In 2016 13th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2016. http://dx.doi.org/10.1109/icsssm.2016.7538523.

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Chen, Xiao-Hong, and Shan Yu. "Research on Relationship Between Employees' Psychological Contract Breach and its Organizational Effectiveness in SMEs." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.1736.

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Reports on the topic "Psychological contract breach and violation"

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Goswami, Saheli, and Jung Ha-Brookshire. (Un)Breach of Psychological Contract: New Research Agendas in Corporate Sustainability. Ames: Iowa State University, Digital Repository, 2017. http://dx.doi.org/10.31274/itaa_proceedings-180814-1874.

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