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  1. A psychological contract breach is a subjective experience that refers to the conception by one of the parties that the other has failed to adequately fulfill their obligations and promises.

  2. The term psychological contract refers to the often unspoken set of expectations and assumptions that two parties (employees and the organisation, its leaders and managers) have of each other about things like how they will behave and act. Examples. Psychological contract breaches. Development of the term. References.

  3. Aug 8, 2012 · A psychological contract has been described as an individual’s beliefs regarding the terms and conditions of a reciprocal exchange agreement between the employee and the organization. 1 A perceived breach of a psychological contract can alter an employee’s performance and commitment to an organization as well as lead the employee to ...

    • Gretchen L. Peirce, Shane P. Desselle, JoLaine R. Draugalis, Alan R. Spies, Tamra S. Davis, Mark Bol...
    • 10.5688/ajpe766108
    • 2012
    • Am J Pharm Educ. 2012 Aug 10; 76(6): 108.
  4. 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.

  5. Nov 17, 2005 · While this book is restricted to examining the psychological contract between employees and organizations, the idea of a ‘psychological contract’ as a system of implicit and explicit promises can be applied to almost any interpersonal relationship.

  6. Psychological contract breach is a subjective experience based not only (or necessarily) on the employer's actions or inactions but on an individual's perception of those actions or inactions within a particular social context. Thus the expe-rience of psychological contract breach should depend on

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  8. Nov 17, 2005 · Introduction. The idea that the psychological contract could be used as a management tool was greeted by much initial enthusiasm. It was seen as a means of individualizing the employment relationship and, by making implicit beliefs explicit, it was felt that the psychological contract could be relatively easily controlled and managed.