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- Over two decades of research has firmly established that PC breach—or the awareness that the employer fails to fulfill one or more obligations included in the PC—has negative consequences such as reduced job satisfaction, organizational commitment, performance, and increased turnover intentions [2, 3].
www.ncbi.nlm.nih.gov/pmc/articles/PMC4865204/Antecedents of Psychological Contract Breach: The Role of Job ...
Considering psychological contract breach as an antecedent, the relationships (average effect sizes) with desired attitudinal outcomes ranged from r = −0.45 to r = −0.38 for job satisfaction, from r = −0.38 to r = −0.32 for organizational commitment, and r = −0.53 to −0.36 for organizational trust.
Sep 1, 2007 · A meta-analysis was conducted to examine the influence of psychological contract breach on 8 work-related outcomes. Breach was related to all outcomes except actual turnover.
- The Effects of Psychological Contract Breach on Job Outcomes
- Introduction
- The Current Study
- Procedures
- Discussion
- Future Research
- Conclusion
Nichole Simone Ballou San Jose State University Follow this and additional works at: https://scholarworks.sjsu.edu/etd_theses
When an individual becomes employed at an organization, many paper contracts are signed where both the employee and the organization develop expectations of each other. What many employees do not realize is that they are also forming another contract that is not written on paper nor articulated. This contract is called a psychological contract. ...
It is important to examine the effects of psychological contract breach because this breach can happen at any time with any employee whether it be a top performer or a potential employee. Because employees can have different types of psychological contracts with their organization, employees may react differently to a breach of their psychological...
Employees from a variety of organizations in California were emailed and asked to participate in the present study through filling out an anonymous online survey. The survey link was also made accessible to individuals online via the researcher’s social networking tools. Participants were informed in the survey prompt that the survey would take a...
The purpose of the present study was to examine the effect of psychological contract breach on attitudinal and behavioral job outcomes including job satisfaction, intention to remain with one’s organization, perceived organizational support, and organizational citizenship behaviors. The present study also examined whether the effect of psychologic...
Although the present study provided extensive support for many existing research findings, there are still many outcomes of psychological contract breach to be examined. Future research should examine additional job outcomes such as job performance, counterproductive work behaviors, job security, and job involvement among others. Prior research...
The focus of previous research has mainly been on psychological contract fulfillment. The present study examined whether the effects of psychological contract breach on job outcomes was dependent on psychological contract type. Although the present study provided support for previous studies’ findings, new findings were made highlighting the impo...
Jan 25, 2021 · Poor physical and mental health and well‐being at work are pervasive and costly, exemplified by the fact that at any given time, 20% of the working‐age adults have a mental health problem (OECD, 2012 ), which carries a high economic cost.
- Yannick Griep, Yannick Griep, Sarah Bankins, Tinne Vander Elst, Hans De Witte, Hans De Witte
- 10.1111/aphw.12246
- 2021
- 2021/05
Feb 25, 2022 · A nuanced finding was that psychological contract breach of long-term job security and job autonomy significantly predicted both mental and physical health, whereas psychological contract breach of career opportunities and high pay did not predict any health outcomes.
May 12, 2016 · While it has been shown that psychological contract breach leads to detrimental outcomes, relatively little is known about factors leading to perceptions of breach. We examine if job demands and resources predict breach perceptions.
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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.
