Journal articles: '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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Abdulhassan Abbas, Ali, and Hussein Hurajah Al Hasnawia. "Role of Psychological Contract Breach and Violation in Generating Emotional Exhaustion: The Mediating Role of Job Procrastination." Cuadernos de Gestión 20, no. 3 (November 27, 2020): 15–28. http://dx.doi.org/10.5295/cdg.181021aa.

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This search aims to study the extent to which Psychological Contract Breach affects and produces Emotional Exhaustion amongst employees through the emergence of a state of procrastination at the level of a sample of daily wage employees in the Colleges of Karbala University in Iraq. The study adopted the measures devised by Suazo (2009) to measure the Psychological Contract Breach and Violation, Strunk et al. (2013) to measure Job Procrastination, and Lewin and Sager (2009) to measure Emotional Exhaustion. The study’s sample consisted of 309 individuals. Confirmatory Factor Analysis, Multiple Regression, and path analysis were used to test the hypotheses, and a number of conclusions were reached. Most importantly, the feeling among employees of Psychological Contract Breach, in turn leading to an increase in their levels of emotional exhaustion, has been explained in detail with the identification of the most important treatments to reduce Psychological Contract Breach in order to reduce the negative results arising from it.

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Fullerton, Gordon, and Shirley Taylor. "Dissatisfaction and violation: two distinct consequences of the wait experience." Journal of Service Theory and Practice 25, no. 1 (January 12, 2015): 31–50. http://dx.doi.org/10.1108/jstp-10-2013-0237.

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Purpose – The purpose of this paper is to explore the theory that dissatisfaction and violation are distinct affective responses to a service wait. It was thought that dissatisfaction was a consequence of a disconfirmation of expectations while violation was a consequence of a breach of a psychological contract. Design/methodology/approach – The study used the critical incidents method to examine 144 consumption stories where an informant experienced a wait in a service situation. Findings – It was found that consumers generally felt disappointed or dissatisfied when they experienced a wait when they had expectations about waiting time. When they believed that service provider had made concrete representations (or promises) about the length of time it would take to deliver a service, they felt angry or outraged. These are elements of the overall affective state of violation. Research limitations/implications – The critical incidents technique is well used in services marketing and rich theory building method of investigation. It has known limitations. In addition to explaining reaction to waits and delays, the application of psychological contract theory might apply to a host of marketing phenomena and the theory explains why some consumers get frustrated and angry while others are merely dissatisfied. Originality/value – There are two significant contributions of this paper. First, the psychological contract exists in service marketing situations and that the psychological contract is different from consumer expectations about the service encounter. Second, dissatisfaction is distinct from violation as violation is a strong emotional response to breach of the psychological contract in the service encounter.

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Gong, Taeshik, and Chen-Ya Wang. "The effects of a psychological brand contract breach on customers' dysfunctional behavior toward a brand." Journal of Service Theory and Practice 31, no. 4 (March 11, 2021): 607–37. http://dx.doi.org/10.1108/jstp-09-2020-0217.

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PurposeThis paper introduces the concept of dysfunctional customer behavior toward a brand and argues that when customers perceive that a brand has failed to fulfill its promises, a psychological brand contract breach occurs, which in turn leads to a psychological brand contract violation, which evokes dysfunctional customer behavior toward the brand. In addition, this study investigates whether the impact of a breach of this contract is dependent on brand relationship quality, brand apology and restitution.Design/methodology/approachStudy 1 conducted the online survey and 224 respondents were used for data analysis and the moderating role of brand relationship quality was examined. Study 2 conducted an experiment with 201 participants to test the moderating role of brand apology and restitution.FindingsThis study found the moderating role of brand relationship quality, brand apology and brand restitution on the relationship between a psychological brand contract breach and dysfunctional customer behavior toward a brand (i.e. brand-negative word-of-mouth, brand retaliation and brand boycott), which is mediated by psychological brand contract violation.Originality/valueThis study contributes to the theoretical understanding of dysfunctional customer behavior toward a brand by integrating the literature on brand management with the organizational literature on psychological contracts between organizations and their employees. Furthermore, this study sheds light on the effectiveness of reparative actions by the firm after occurrence of the psychological brand contract breach.

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Lee, Youngduk, Rebecca Rosen, and Christopher M. Berry. "Individual Differences and Psychological Contract Breach and Violation: A Meta-Analysis." Academy of Management Proceedings 2018, no. 1 (August 2018): 15193. http://dx.doi.org/10.5465/ambpp.2018.15193abstract.

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Arain, Ghulam Ali, Delphine Lacaze, and Imran Hameed. "Violation versus distrust: Assessing competing perspectives for the psychological contract breach." Academy of Management Proceedings 2012, no. 1 (July 2012): 13131. http://dx.doi.org/10.5465/ambpp.2012.13131abstract.

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Robinson, Sandra L., and Elizabeth Wolfe Morrison. "The development of psychological contract breach and violation: a longitudinal study." Journal of Organizational Behavior 21, no. 5 (2000): 525–46. http://dx.doi.org/10.1002/1099-1379(200008)21:5<525::aid-job40>3.0.co;2-t.

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Ntalianis, Filotheos, Linda Dyer, and Christian Vandenberghe. "Owner-employee relations in small firms." Journal of Managerial Psychology 30, no. 7 (September 14, 2015): 832–46. http://dx.doi.org/10.1108/jmp-01-2013-0028.

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Purpose – The purpose of this paper is to shed light on the type of exchange relationship that small business owners establish with their employees. In particular, this study examines how the personality trait of “conscientiousness” among small business owners relates to relational “psychological contracts,” breach and violation that develop between owners and employees. Design/methodology/approach – This was a quantitative survey design conducted in Canada. Participants were 253 employees and the 50 small firm owners for whom they worked. Findings – Results indicate that owner conscientiousness was positively associated with a relational psychological contract with employees and perceived breach mediated a negative relationship between owner-rated relational contract obligations and feelings of contract violation among employees. Owner-rated relational contract obligations also mediated a negative relationship between owner conscientiousness and employee perceptions of breach and violation. Practical implications – Given the link between conscientiousness and relational contracts, small business owners who get involved in selection and training ought to present to the newly hired employees an accurate picture of their role and job requirements in order to create successful organizations. In addition, less conscientious business owners, through training, should try to develop further skills, such as goal setting and performance appraisal, in order to increase their ability to establish effective relationships (i.e. relational contracts). Originality/value – The current study is an initial attempt toward a better understanding of exchange relationships in small firms, thus strengthening the links between organizational behavior and small business research. It also contributes a quantitative perspective on issues that have typically been explored qualitatively.

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Sears, Karen, and Gail Sears Humiston. "The role of emotion in workplace incivility." Journal of Managerial Psychology 30, no. 4 (May 11, 2015): 390–405. http://dx.doi.org/10.1108/jmp-11-2012-0373.

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Purpose – The purpose of this paper is to examine leader-member exchange (LMX) and perceived organizational support (POS) as moderators of the relationship between psychological contract violation and workplace incivility. Design/methodology/approach – An online survey was administered to employed adults. Findings – The association between violation and incivility was more pronounced when levels of LMX and POS were higher. Research limitations/implications – The correlation design limits the ability to draw causal inferences. Affect models, including but not limited to affect infusion model (AIM), offer a useful framework for enhancing understanding of incivility and other forms of counterproductive work behaviors. Practical implications – The study has contributed to knowledge about contract violation’s implications for work behaviors, such as incivility. Managers sensitive to the dynamics of contract breach may prevent feelings of violation by communicating clearly and often about expectations, resources, and procedures. Social implications – Organizational and societal leaders may be well served by knowledge about preventing people’s intense responses to perceived violation by appropriately responding to perceived breach. Originality/value – The study draws upon AIM as a novel approach to understanding conditions under which negative emotions are most likely to relate to workplace incivility. Moreover, the roles of social exchange variables LMX and POS have heretofore been unexplored as moderators of the violation-incivility relationship.

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Mucun, Li, Zhang Yuting, and Chen Yiwen. "The Effect of Psychological Contract Violation in Employees’ Emotional Labor Strategies—Mediating Model with Regulation." E3S Web of Conferences 251 (2021): 01009. http://dx.doi.org/10.1051/e3sconf/202125101009.

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Emotional labor is the process of regulating expressions and emotions to meet organizational goals, including surface performance and deep performance. Based on psychological contract theory and stress theory, this study investigates the effect of psychological contract breach on emotional labor and the mediating role of job insecurity, which is mediated by personality traits, on this effect.

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Theron, Anthonie, and Nicole Marguerite Dodd. "Organisational commitment in the era of the new psychological contract." South African Journal of Economic and Management Sciences 14, no. 3 (August 25, 2011): 333–45. http://dx.doi.org/10.4102/sajems.v14i3.100.

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The aim of this study was to investigate organisational commitment in an organisation that had recently experienced organisational restructuring (a merger). The psychological contract that exists between employees and organisations is brittle due to many organisational changes that stem from organisational restructuring. When psychological contracts are breached, employees may experience reduced commitment to the organisation. The target population for this study consisted of all employees working at three recently-merged higher education institutions in the Nelson Mandela Metropolis (n=100) and a self-administered questionnaire was distributed amongst staff. The results indicated that an increase in the number of positive human resource management (HRM) practices reported by respondents correlated with a decrease in violation and breach of the psychological contract, despite organisational restructuring. It was further revealed that effective management of the psychological contract is crucial during organisational restructuring, in order to maintain the commitment and loyalty of employees.

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Xavier, Isabel Maria, and Denise Mary Jepsen. "The Impact of Specific Job Stressors on Psychological Contract Breach and Violation." Human Factors and Ergonomics in Manufacturing & Service Industries 25, no. 5 (October 21, 2014): 534–47. http://dx.doi.org/10.1002/hfm.20567.

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Ampofo-Ansah, Christine, and Joseph Ampofo Ansah. "Psychological Contract Breach and Work Performance in the Public Sector in Ghana." International Journal of Technology and Management Research 2, no. 2 (March 12, 2020): 38–43. http://dx.doi.org/10.47127/ijtmr.v2i2.56.

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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

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Sharif, Imran, Shah Rollah Abdul Wahab, and Azlineer Sarip. "Psychological Contract Breach and Feelings of Violation: Moderatring Role of Age-Related Difference." International Journal of Asian Social Science 7, no. 1 (2017): 85–96. http://dx.doi.org/10.18488/journal.1/2017.7.1/1.1.85.96.

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Suazo, Mark M., William H. Turnley, and Renate R. Mai. "The Role of Perceived Violation in Determining Employees' Reactions to Psychological Contract Breach." Journal of Leadership & Organizational Studies 12, no. 1 (September 2005): 24–36. http://dx.doi.org/10.1177/107179190501200104.

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Suazo, Mark M. "The mediating role of psychological contract violation on the relations between psychological contract breach and work‐related attitudes and behaviors." Journal of Managerial Psychology 24, no. 2 (February 13, 2009): 136–60. http://dx.doi.org/10.1108/02683940910928856.

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Kraak, Johannes Marcelus, Marcello Russo, and Alfredo Jiménez. "Work-life balance psychological contract perceptions for older workers." Personnel Review 47, no. 6 (September 3, 2018): 1194–210. http://dx.doi.org/10.1108/pr-10-2017-0300.

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PurposeThe purpose of this paper is to examine the role of work–life balance (WLB) inducements of the psychological contract on three work-related outcomes for a sample of Dutch older workers: psychological contract breach, turnover intentions and intentions to participate in development activities.Design/methodology/approachThis paper employs polynomial regression and response surface methodology.FindingsResults show that the volume at which fulfillment occurs is important in predicting feelings of psychological contract violation and intentions to engage in development activities but that this relationship is not straightforward for turnover intentions. Furthermore, under- and over-fulfillment have different relationships with intentions to participate in development activities than previous literature suggests. Additionally, gender moderates a number of the relationships in this study.Originality/valueThis study provides detailed insights regarding the dynamics between promised and delivered WLB inducements and outcomes for a sample of older workers instead of presenting generalized differences between several age groups.

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Bankins, Sarah. "A process perspective on psychological contract change: Making sense of, and repairing, psychological contract breach and violation through employee coping actions." Journal of Organizational Behavior 36, no. 8 (April 10, 2015): 1071–95. http://dx.doi.org/10.1002/job.2007.

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De Jong, Jeroen de, Michael Clinton, Thomas Rigotti, and Claudia Bernhard-Oettel. "Nonlinear associations between breached obligations and employee well-being." Journal of Managerial Psychology 30, no. 4 (May 11, 2015): 374–89. http://dx.doi.org/10.1108/jmp-06-2012-0171.

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Purpose – The purpose of this paper is to analyze the nonlinear association between proportions of breached obligations within the psychological contract (PC) and three dimensions of employee well-being, and the mediating role of contract violation in these relationships. With this study the authors gain a more detailed understanding of PC evaluations and their consequences for well-being. Design/methodology/approach – The authors build on asymmetry effects theory and affective events theory to propose that breached obligations outweigh fulfilled obligations in their association with well-being. The hypotheses are tested using a sample of 4,953 employees from six European countries and Israel. Findings – The results provide support for the hypotheses, as the effect sizes of the indirect relationships for breached obligations on well-being via violation are initially strong compared to fulfilled obligations, but decrease incrementally as the proportion of breached obligations become greater. At a certain point the effect sizes become nonsignificant. Research limitations/implications – The study shows that PC theory and research needs to better acknowledge the potential for asymmetrical effects of breach relative to fulfillment, such that the breach of obligations can sometimes have a stronger effect on employee well-being than the fulfillment of obligations. Practical implications – Those responsible for managing PCs in organizations should be aware of the asymmetrical effects of breach relative to fulfillment, as trusting on the acceptance or tolerance of employees in dealing with breached obligations may quickly result in lower well-being. Originality/value – The findings have implications for the understanding of PC breach and its associations with employee well-being.

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Zhang, Kate Yue, and Bart Rienties. "Unpacking differences in psychological contracts of organizational and self-initiated expatriates." Journal of Global Mobility: The Home of Expatriate Management Research 5, no. 1 (March 13, 2017): 93–108. http://dx.doi.org/10.1108/jgm-06-2016-0025.

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Purpose Global staffing has remained a main focus within the field of international human resource management (IHRM) since the 1970s. However, research in the psychological contract (PC) of expatriates is limited. The purpose of this paper is to explore the differences in PC breach and violation for organisational expatriates and self-initiated expatriates (SIEs). Design/methodology/approach A survey questionnaire was developed covering 52 organisational expatriates and 119 SIEs from 35 countries/regions working in China. Four follow-up focus group interviews including four organisational expatriates and 12 SIEs were conducted to further explain the findings of the survey. Findings The findings indicate that organisational expatriates experience significantly lower levels of PC breach and violation than SIEs. Three broad thematic areas arose from the triangulation of focus group interviews, including uncertainties in functioning of contracts, differences in job securities and career development opportunities, and cultural differences. Practical implications Employers should give a comprehensive orientation and cultural training to meet the needs of SIEs. Moreover, long-term career advancement paths should also be provided to SIEs to alleviate their vulnerability and insecurities working abroad. Originality/value The study contributes to the scholarship of self-initiated expatriation and PCs and give implications to IHRM strategies.

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Carre, Jessica Rose, Shelby R. Curtis, and Daniel Nelson Jones. "Ascribing responsibility for online security and data breaches." Managerial Auditing Journal 33, no. 4 (April 3, 2018): 436–46. http://dx.doi.org/10.1108/maj-11-2017-1693.

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Purpose The purpose of this paper is to understand consumer reactions to security breaches and the best approach for companies to minimize the reputational damage that is done. Design/methodology/approach The authors assessed trust in a company following a data breach as well as perceptions of individual and corporate responsibility for data security and also measured individual personality. Findings The authors found that individuals held companies more responsible for protecting private data and held companies even more responsible following a data breach. Further, perception of responsibility for a data breach significantly affected individuals’ response to a company’s attempt to rebuild trust. Finally, participant personality impacted perceptions of responsibility and trust in a company after a data breach. Research limitations/implications Companies are held more responsible for protecting private data than are individuals. Thus, violation of this expectation insofar as a data breach may result in a psychological contract breach which explains reductions in trust in a company which has experienced a data breach. Further, the effect of company’s responses to a data breach depends on individuals’ perception of responsibility and personality. Thus, the best course of action following a data breach may vary across customers. Practical implications Companies should consider differences in customer perceptions when responding to a data breach. Social implications Individuals differ in how responsible they feel a company is for data security. Further, those differences impact reactions to data breach responses from companies. Originality/value This paper explored personality as it impacts perceptions of corporate responsibility in data security. Further, the authors explore the role of perception of responsibility to determine the role of psychological contract breach in reduced trust after data breach.

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김지은 and 권용주. "A Structural Model Analysis of Psychological Contract Breach, Psychological Contract Violation, and Employee Outcomes - A Case of Five Star Deluxe Hotel Employees -." Culinary Science & Hospitality Research 19, no. 4 (September 2013): 56–76. http://dx.doi.org/10.20878/cshr.2013.19.4.005.

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김지은 and 권용주. "A Structural Model Analysis of Psychological Contract Breach, Psychological Contract Violation, and Employee Outcomes - A Case of Five Star Deluxe Hotel Employees -." Culinary Science & Hospitality Research 19, no. 4 (September 2013): 56–76. http://dx.doi.org/10.20878/cshr.2013.19.4.005005005.

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Dogar, Muhammad Nadeem. "Breach of psychological contract: impact on workforce motivation and organizational sustainability." Emerald Emerging Markets Case Studies 10, no. 1 (January 2, 2020): 1–20. http://dx.doi.org/10.1108/eemcs-01-2019-0005.

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Learning outcomes This case study aims to expect the following learning outcomes. A better understanding of the nature of a psychological contract being developed by employees in non-profit organizations, especially working in the areas of social development and the impact of this contract on employee commitment. Enhanced understanding of conflict of interest (personal versus public) in social development organizations and its implications. Identification of issues of task conflict versus interpersonal conflict and its impact on organizational functions. Identification of dynamics of exclusion of internal stakeholders from organizational strategic decision-making process along with its impact on organizational performance and sustainability. Devising a mechanism to avoid such conflicts in social development organizations, in particular, and organizations in general. Case overview/synopsis This case highlights five issues as follows: it identifies and discusses conflict of interest between privileged class possessing decision-making positions in the board of directors and implementers working at the grassroots level at ANMOL (a non-governmental organization working for poor girls education in Baluchistan-hub of China–Pakistan Economic Corridor); it discusses the basis for formulation of psychological contracts and impact of its violation on stakeholder’s commitment and motivation; it discusses the implications of difference of opinion of both stakeholders regarding organizational vision and possible drawbacks of converting task conflict into interpersonal conflict on individuals, organization and end-users; it explores implications of exclusion of key stakeholders from organizational decision-making and its impact on organizational smooth working and sustainability; and it suggests a mechanism to avoid conversion of task conflict into interpersonal conflict and smooth functioning of an organization. Hence, this case discusses theories of conflict of interest between top-leadership and workforce, psychological contract and implications of its breach on employee motivation and organizational sustainability in the context of social development organizations. Complexity academic level This case provides sufficient material to be discussed at master level courses (management sciences – master of business administration (MBA) level) such as human resource management (dynamics of psychological contract and conflict resolution), leadership and change management in social development organizations (social enterprises). Supplementary materials Teaching Notes are available for educators only. Subject code CSS 7: Management Science.

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Paille, Pascal, and Marie-Eve Dufour. "Employee Responses To Psychological Contract Breach And Violation: Intentions To Leave The Job, Employer Or Profession." Journal of Applied Business Research (JABR) 29, no. 1 (December 28, 2012): 205. http://dx.doi.org/10.19030/jabr.v29i1.7568.

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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.

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Rahayuningsih, Idha. "Analysis on Psychological Impacts due to Violation of the Rights of Women Workers." International Journal of Psychological Studies 8, no. 2 (April 15, 2016): 65. http://dx.doi.org/10.5539/ijps.v8n2p65.

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This research aims to know the violations of the labour rights of women and analyze the psychological impact as a result of such breach. The results show there are some companies which do not meet the labor rights of women: 1) allow maternity and miscarriage leave to woman that is a labor contract but not giving salary; 2) grant leave of menstruation to woman that is a labor contract but not giving the salary and undermine the leave permit to woman that is a permanent labor; 3) do not give the time of breastfeeding at work; 4) does not provide a shuttle vehicle to woman labor at night; 5) no separated toilets for men and women. The Psychological impacts experienced by female labor are: 1) psychological problems experienced by female labor who suffer dilematic choices between the need of childbirth or miscarriage with economic needs; 2) female labor feel lost to get the chance of breastfeeding baby, feel guilt when daytime because no time for breasfeeding; 3) female contact who experience syndrome of premenstruation, they work even if uncomfortable, weak, and sick because if they are off then get no salary; 4) female labor feel afraid, threatened physically, of being the victims of sexual harassment on the way to or back from the company at night; 5) female labor feel uncomfortable, worried to men due to the adjacent toilet location.

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Paillé, Pascal. "Perceived organizational support and work outcomes." International Journal of Organizational Analysis 23, no. 2 (May 11, 2015): 191–212. http://dx.doi.org/10.1108/ijoa-11-2012-0627.

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Purpose – The purpose of this paper was to examine the mediating role of psychological contract (PC) violation on the relationship between perceived organizational support (POS) and a set of work-related affects (trust), attitudes (job satisfaction, commitment to the organization and intention to leave) and individual effectiveness (civic virtue). Design/methodology/approach – Two independent studies were conducted (N = 162 and N = 242). To test the mediating effect, the procedure of Baron and Kenny (1986) was used in both studies. Findings – Overall, in both studies, data reported the same pattern. While PC violation played a partial mediating role between POS and affect (i.e. trust in organization) and attitudes (i.e. commitment, satisfaction and intention to leave), PC violation failed to mediate the relationship between POS and individual effectiveness (i.e. civic virtue). Practical implications – The results suggest that the implementation of supportive actions may help employees overcome frustrations tied to their perception that the PC has been broken. Originality/value – This study contributes to PC literature. Given that violation was less examined than breach, this paper contributes to greater understanding by addressing the relationship between violation, POS and a set of work outcomes.

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Scheetz, Andrea M., and Timothy J. Fogarty. "Walking the talk." Journal of Accounting & Organizational Change 15, no. 4 (November 4, 2019): 654–77. http://dx.doi.org/10.1108/jaoc-06-2018-0047.

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Purpose Based on exchange theory and the generalized norm of reciprocity, psychological contracts perceived by employees are believed to have dysfunctional consequences for organizations if breached. This paper aims to study the willingness of employees to report fraud, as such is an important aspect of internal control for organizations. Design/methodology/approach A 2 × 2 between-subjects experiment was conducted in which 99 participants with diverse accounting backgrounds were first asked questions about their preconceived beliefs (psychological contract) regarding how reports of unethical conduct would be managed, and their reaction if these beliefs were broken (psychological contract violation). Participants were given a hypothetical situation of fraud and then asked to indicate their likelihood of reporting fraud to a supervisor. Findings The main hypotheses are that employees will be less likely to report fraud when the organization fails to signal the presence of a positive ethical environment or when management reacts weakly to previous reports of unethical activity. The data and findings support these hypotheses. Additional testing also reveals that a psychological contract violation mediates the relationship between the outcome of previous reports and the intention to report fraud. Research limitations/implications As with any experimental study, this study’s results come with limitations. Reading an overly simplistic scenario that omits real world details and providing intention to report is very different from actually reporting fraud in one’s own place of employment. Therefore, reporting intentions may vary from actual reporting behavior. Further, reporting motivation (self-defense, altruism, etc.) and concern over retaliation are not measured. Practical implications Employees have expectations surrounding ethical corporate environments. Psychological contract violations occur as a result of broken expectations and are common in the workforce. In this study, a breakdown in the internal control environment because of a poor ethical culture, caused an even greater breakdown in internal controls because of employees’ decreased reporting intentions. Social implications Psychological contract violations impact employees’ intention to report fraud. These violations need to be understood so that additional measures and safeguards can be instituted when employees are not acting as a fraud defense or detection mechanism. During such times when there is a breakdown in this type of internal control (that is, when employees might be hesitant to report fraud), extra safeguards against fraud, additional procedures to detect fraud, and enhanced employee training encouraging reporting of suspected unethical conduct, become even more important. Originality/value Strong experimental methods provide a rigorous way to evaluate a problem of our day: job insecurity caused by rampant organizational turbulence. The hidden cost is expressed in terms of how less can be expected of employees as a first line of defense against fraud.

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Wu, Xiaoyi, Lan Lin, and Jie Wang. "When does breach not lead to violation? A dual perspective of psychological contract in hotels in times of crisis." International Journal of Hospitality Management 95 (May 2021): 102887. http://dx.doi.org/10.1016/j.ijhm.2021.102887.

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Cassar, Vincent, and Rob B. Briner. "The relationship between psychological contract breach and organizational commitment: Exchange imbalance as a moderator of the mediating role of violation." Journal of Vocational Behavior 78, no. 2 (April 2011): 283–89. http://dx.doi.org/10.1016/j.jvb.2010.09.007.

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Gresse, Werner, and Bennie Linde. "Entitlement Disconnect: Exploring Management Graduates’ Mental Schema in Their Anticipatory Psychological Contract." management revue 32, no. 1 (2021): 27–52. http://dx.doi.org/10.5771/0935-9915-2021-1-27.

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In this paper, we expanded on the psychological contract theory by exploring the mental schemas of graduates’ anticipatory psychological contract before they start employment. With this research, we aimed to explore and substantiate themes associated with the mental schemas of graduates, so that the psychological contract formation theory can be expanded by investigating the role of entitlement disconnect and its influence on the anticipatory psychological contract. Literature regarding the formulation of the psychological contract is still underdeveloped, especially regarding the anticipatory phase thereof. Entitlement disconnect has also not been focused on in past literature, especially as a component of the anticipatory psychological contract that can have an impact on graduates’ career schema and voluntary turnover intention. A qualitative approach to research was adopted consisting of interviews with 18 final-year economics and management sciences graduate students in the final phase of their degrees to derive themes associated with the mental schemas of graduates’ anticipatory psychological contract. The findings suggest that graduates already have a developed mental schema that was based on their entitlement. It was also confirmed that graduates had a disposition towards voluntary turnover intuition before organisational entry, which was due to an entitlement disconnect perception. The final and most surprising finding was that some graduates already displayed pre-employment violations, where graduates already anticipated psychological contract breach before entering an employment relationship. This research suggests that graduates’ mental schemas in their anticipatory psychological contract play a much bigger role in the development of their psychological contract, after organisational entry than what was initially thought.

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Hwang, Kyongin, Kwangsu Moon, and Shezeen Oh. "The Effects of Employers' Breach of Safety Obligation and Violation of Psychological Contract on the Workers' Safety Behaviors and Turnover Intention." Journal of the Korean Society of Safety 30, no. 3 (June 30, 2015): 85–92. http://dx.doi.org/10.14346/jkosos.2015.30.3.85.

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Kraak, Johannes Marcelus, Renaud Lunardo, Olivier Herrbach, and François Durrieu. "Promises to employees matter, self-identity too: Effects of psychological contract breach and older worker identity on violation and turnover intentions." Journal of Business Research 70 (January 2017): 108–17. http://dx.doi.org/10.1016/j.jbusres.2016.06.015.

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Johnson, Jonathan L., and Anne M. O'Leary-Kelly. "The effects of psychological contract breach and organizational cynicism: not all social exchange violations are created equal." Journal of Organizational Behavior 24, no. 5 (2003): 627–47. http://dx.doi.org/10.1002/job.207.

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Chih, Wen-Hai, Tao-Sheng Chiu, Li-Chi Lan, and Wen-Chang Fang. "Psychological contract violation." International Journal of Conflict Management 28, no. 1 (February 13, 2017): 103–21. http://dx.doi.org/10.1108/ijcma-02-2016-0010.

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Purpose This study aims to investigate the relationships between consumers’ perceived justice and their behavioral intentions and explores the effects of psychological contract violation on the relationships. Design/methodology/approach This study conducts sampling through the survey to consumers after restaurant dining. This study collected data from 400 respondents and analyzed the data with the structural equation modeling. Findings The results indicate that consumers who experience higher level of distribution justice and procedure justice are more likely to have behavioral intentions. This study also reveals that psychological contract violation is a partial mediator of the above relationships. Consumers will feel less psychological contract violation when they perceive more distribution justice and procedure justice and will not significantly affect them more likely to repurchase intention. Originality/value During restaurant service, if consumers feel distribution or procedure injustice, they are more likely to engage in negative word-of-mouth. However, the lack of significant and positive effect of interaction justice on negative word-of-mouth in this study can be because of other intervening variables, such as intensity. Furthermore, in terms of customer’s repurchase intention, the results indicate significant and positive effects for all three types of justice on repurchase intention.

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Suazo, Mark M., and Eugene F. Stone‐Romero. "Implications of psychological contract breach." Journal of Managerial Psychology 26, no. 5 (July 5, 2011): 366–82. http://dx.doi.org/10.1108/02683941111138994.

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Haggard, Dana L. "Mentoring and Psychological Contract Breach." Journal of Business and Psychology 27, no. 2 (June 26, 2011): 161–75. http://dx.doi.org/10.1007/s10869-011-9237-2.

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Shin, Hyoung Chul. "The Relationship between Psychological Contract Breach and Job Insecurity or Stress in Employees Engaged in the Restaurant Business." Sustainability 11, no. 20 (October 16, 2019): 5709. http://dx.doi.org/10.3390/su11205709.

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This study explored the relationship between psychological contract breach and job insecurity or stress in employees engaged in the restaurant business. To do this, four hypotheses were proposed. First, job insecurity has a significant positive effect on psychological contract breach. Second, job insecurity has a significant positive effect on job stress. Third, psychological contract breach has a significant positive effect on job stress. Fourth, job insecurity has a significant positive effect on job stress via psychological contract breach. Then, eligible respondents (n = 384; 183 men and 201 women) were recruited from a total of five restaurant business companies and then evaluated for a self-administered questionnaire survey. Results showed not only that job insecurity had a significant positive effect on psychological contract breach and job stress but also that psychological contract breach had a significant positive effect on job stress and mediated the interaction between job insecurity and stress. It can therefore be concluded that restaurant business owners should establish rational criteria for compensating job insecurity and stress arising from psychological contract breach in employees engaged in the restaurant business because of an inconsistency between psychological contract breach arising from job insecurity and compensation for work performance of employees engaged in the restaurant business.

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Rodwell, John, and Andre Gulyas. "Psychological contract breach among allied health professionals." Journal of Health Organization and Management 29, no. 3 (May 18, 2015): 393–412. http://dx.doi.org/10.1108/jhom-05-2013-0107.

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Purpose – Allied health professionals are vital for effective healthcare yet there are continuing shortages of these employees. Building on work with other healthcare professionals, the purpose of this paper is to investigate the influence of psychological contract (PC) breach and types of organisational justice on variables important to retention among allied health professionals: mental health and organisational commitment. The potential effects of justice on the negative outcomes of breach were examined. Design/methodology/approach – Multiple regressions analysed data from 113 allied health professionals working in a medium-large Australian healthcare organisation. Findings – The main negative impacts on respondents’ mental health and commitment were from high PC breach, low procedural and distributive justice and less respectful treatment from organisational representatives. The interaction between procedural justice and breach illustrates that breach may be forgivable if processes are fair. Surprisingly, a betrayal or “aggravated breach effect” may occur after a breach when interpersonal justice is high. Further, negative affectivity was negatively related to respondents’ mental health (affective outcomes) but not commitment (work-related attitude). Practical implications – Healthcare organisations should ensure the fairness of decisions and avoid breaking promises within their control. If promises cannot reasonably be kept, transparency of processes behind the breach may allow allied health professionals to understand that the organisation did not purposefully fail to fulfil expectations. Originality/value – This study offers insights into how breach and four types of justice interact to influence employee mental health and work attitudes among allied health professionals.

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Bravo, Gonzalo A., Doyeon Won, and Weisheng Chiu. "Psychological contract, job satisfaction, commitment, and turnover intention: Exploring the moderating role of psychological contract breach in National Collegiate Athletic Association coaches." International Journal of Sports Science & Coaching 14, no. 3 (June 2019): 273–84. http://dx.doi.org/10.1177/1747954119848420.

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This study examined the relationship between psychological contract and three work attitudes, job satisfaction, affective commitment, and turnover intention in a sample of National Collegiate Athletic Association coaches. This study also explored the moderating role of the psychological contract by examining coaches' perceptions of the intentional and unintentional breach. A total of 383 coaches responded to the survey that included items in the transactional and relational psychological contract, job satisfaction, affective commitment, and turnover intention. In addition, the sample was split into two groups, intentional breach and unintentional breach based on their responses to a single question regarding the perceived breach status. Results revealed that the transactional contract had a positive influence on job satisfaction and a negative influence on affective commitment. On the other hand, the relational contract had positive influences on both job satisfaction and affective commitment. Job satisfaction had a positive influence on affective commitment, which negatively led to turnover intention, while affective commitment had no significant influence on turnover intention. A multi-group analysis was conducted to test whether the psychological contract breach moderated the paths in the hypothesized model. The paths from transactional contract to satisfaction and commitment as well as from satisfaction to turnover intention were moderated by the psychological contract breach. The transactional contract–job satisfaction relationship was meaningful for the unintentional breach group, while the transactional contract–affective commitment relationship was stronger with the intentional breach group. The job satisfaction–turnover intention relationship was stronger with the intentional breach group than with the unintentional breach group.

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Montes, Samantha D., and P. Gregory Irving. "PSYCHOLOGICAL CONTRACT BREACH: ASSESSING UNDERLYING ASSUMPTIONS." Academy of Management Proceedings 2005, no. 1 (August 2005): P1—P6. http://dx.doi.org/10.5465/ambpp.2005.18780819.

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

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