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Contract Breach (contract + breach)
Kinds of Contract Breach Selected AbstractsInvestigating the Moderating Effects of Leader,Member Exchange in the Psychological Contract Breach,Employee Performance Relationship: A Test of Two Competing PerspectivesBRITISH JOURNAL OF MANAGEMENT, Issue 2 2010Simon Lloyd D. Restubog Leader,member exchange (LMX) has been characterized as a form of social support capable of buffering the effects of negative work experiences. However, employees with high-quality relationships with leaders in the organization may have stronger negative reactions when psychological contracts are breached. Thus, while a social support perspective would suggest that LMX minimizes the adverse impact of psychological contract breach on employee performance, a betrayal perspective proposes that high LMX would aggravate the negative effects. Using cross-sectional and longitudinal research designs, results across three samples provided support for the betrayal perspective. That is, breach had a stronger negative relationship with organizational citizenship behaviours and in-role performance under conditions of high LMX. Implications of these results and future research directions are discussed. [source] Mentors, supervisors and role models: do they reduce the effects of psychological contract breach?HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2009Thomas J. Zagenczyk Psychological contract breach has become a significant problem for many organisations in today's business environment because it fosters a belief within employees that the organisation does not support them. Accordingly, we examine whether organisations can diminish the negative impact of psychological contract breach on perceived organisational support (POS) by providing employees with mentors, supportive supervisors and role models. In Study 1, we found that mentor relationships moderated the relationship between psychological contract breach and POS six months later. In Study 2, we showed that mentor relationships and supervisor support reduced the negative impact of contract breach on POS. Contrary to expectations, employees who maintained relationships with role models reported lower levels of POS in response to psychological contract breach than those employees who reported that they did not have role models in their organisations. Implications for research and practice are discussed. [source] A psychological contract perspective on organizational citizenship behavior,JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 8 2002Jacqueline A-M. This study examined the contribution of the psychological contract framework to understanding organizational citizenship behavior (OCB) using survey data gathered at three measurement points over a three-year period from 480 public sector employees. Separating perceived contract breach into its two components (perceived employer obligations and inducements), the data suggest that perceived employer obligations explained unique variance in three dimensions of citizenship behavior (helping, advocacy and functional participation) beyond that accounted for by perceived employer inducements. Employees' acceptance of the norm of reciprocity moderated the relationship between employer inducements and the dimensions of advocacy and functional participation. Employees' trust in their employer moderated the relationship between perceived employer obligations and the dimensions of advocacy and functional participation. Contrary to the hypothesis, procedural or interactional justice did not moderate the relationship between employer inducements and OCB. The implications of the findings for psychological contract research are discussed. Copyright © 2002 John Wiley & Sons, Ltd. [source] A daily diary study of affective responses to psychological contract breach and exceeded promisesJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 3 2002Neil Conway The psychological contract has been viewed as an explanatory framework for understanding the employment relationship, and is regarded by some researchers as central in understanding employee attitudes and behavior. Despite the importance ascribed to the psychological contract, it remains theoretically underdeveloped and has received limited empirical attention. This study takes a new approach to researching the psychological contract, through the use of daily diaries, and addresses a number of fundamental questions regarding its nature. Results show that both broken and exceeded promises occur regularly and in relation to virtually any aspect of work, that the importance of the promise contributes significantly to emotional reactions following broken and exceeded promises, and that the psychological contract is an important concept for understanding everyday fluctuations in emotion and daily mood. Copyright © 2002 John Wiley & Sons, Ltd. [source] Not seeing eye to eye: differences in supervisor and subordinate perceptions of and attributions for psychological contract breachJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 1 2002Scott W. Lester This study examines supervisor and subordinate perceptions of and attributions for psychological contract breach. The data suggest that supervisor and subordinate perceptions are most likely to differ on the extent to which the organization violated its obligations to provide fair pay, advancement opportunities, and a good employment relationship. In addition, the results indicate that the greater the degree of psychological contract breach reported by subordinates, the less committed they are to the organization and the lower their job performance (as rated by their supervisor). Moreover, when psychological contract breach is perceived, supervisors' and subordinates' attributions regarding the reasons for the breach are likely to differ. Specifically, the findings suggest that subordinates are more likely to attribute breach to the organization's intentional disregard for the commitments that it had made to the employee, while supervisors are more inclined to attribute breach to situations beyond the organization's direct control. Copyright © 2001 John Wiley & Sons, Ltd. [source] Investigating the Moderating Effects of Leader,Member Exchange in the Psychological Contract Breach,Employee Performance Relationship: A Test of Two Competing PerspectivesBRITISH JOURNAL OF MANAGEMENT, Issue 2 2010Simon Lloyd D. Restubog Leader,member exchange (LMX) has been characterized as a form of social support capable of buffering the effects of negative work experiences. However, employees with high-quality relationships with leaders in the organization may have stronger negative reactions when psychological contracts are breached. Thus, while a social support perspective would suggest that LMX minimizes the adverse impact of psychological contract breach on employee performance, a betrayal perspective proposes that high LMX would aggravate the negative effects. Using cross-sectional and longitudinal research designs, results across three samples provided support for the betrayal perspective. That is, breach had a stronger negative relationship with organizational citizenship behaviours and in-role performance under conditions of high LMX. Implications of these results and future research directions are discussed. [source] Age, work experience, and the psychological contractJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 8 2009Thomas W. H. Ng The purpose of the current paper is to examine the ways in which age and work experience shape how individuals experience psychological contract breaches. We first introduce the concepts of contract malleability (the degree to which individuals can tolerate deviations from contract expectations) and contract replicability (the degree to which individuals believe that their psychological contracts can be replicated elsewhere). Next, we discuss the variety of reasons why contract malleability and replicability become greater with age and work experience and how contract malleability and replicability may temper negative reactions to psychological contract breaches. We also address the different ways contract malleability and replicability mediate the relationships between age and work experience, on one hand, and exit, voice, loyalty, and neglect behaviors on the other. We consider the moderating effects of age similarity and dissimilarity here as well. The paper concludes with a discussion of the implications for future research designs and for managing older and more experienced workers. Copyright © 2009 John Wiley & Sons, Ltd. [source] | ||||||||||