Work organizations rely on structured relationships between individuals who interact with each other in particular contexts to achieve the desired goals. Formal roles are defined in written contracts agreed upon and signed by management and employees. But the working lives of employees and their relationship with management are also shaped by the less obvious psychological contracts, defined as "individual beliefs in a reciprocal obligation between the individual and the organization" (Rousseau, 1989, p. 121). Psychological contracts are favorable conditions perceived by employees during employment, built on promises, statements, or even attitudes made by management. Research indicates that the breach of a psychological contract may have an adverse effect on the employee-employer relationship (Rousseau, 1995). More than 20 years ago, Robinson (1996) highlighted the need to develop a more thorough understanding of psychological contract breach (PCB), especially in view of the then apparent prevalence of the phenomenon. The link between restructuring exercises and PCB is well known in literature (Turnley & Feldman, 1998). The concept of PCB has become increasingly relevant with the growing pace of globalization and the continuous economic cycles leading to inevitable restructuring exercises and loss of jobs. Among the considerable research that has been carried out on the topic in recent years, some studies 822179S GOXXX10.