In this article, psychological contract breach, revenge, and workplace deviance are brought together to identify the cognitive, affective, and motivational underpinnings of workplace deviance. On the basis of S. L. Robinson and R. J. Bennett's (1997) model of workplace deviance, the authors proposed that breach (a cognitive appraisal) and violation (an affective response) initiate revenge seeking. Motivated by revenge, employees then engage in workplace deviance. Three studies tested these ideas. All of the studies supported the hypothesized relationships. In addition, self-control was found to be a moderator of the relationship between revenge cognitions and deviant acts; the relationship was weaker for people high in self-control.

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The present study examines the consequences of abusive supervision in an educational setting. The study contrasts the cross-domain stress-buffering hypothesis with the within-domain stress exacerbation hypothesis in examining the moderating role of advisor and team member support on the relationship between abusive supervision and student outcomes in student-advisor relationships. Using a temporal research design, results provided support for both hypotheses. In support of the stress exacerbation hypothesis, in the presence of high advisor support, there was a significant positive relationship between abusive supervision and anxiety, and a significant negative association between abusive supervision and psychological well-being. Consistent with the stress-buffering hypothesis, in the presence of high team member support, there was a negligible association between abusive supervision and satisfaction and anxiety.Ce travail s'intéresse aux conséquences d'un contrôle excessif dans un contexte de formation. On oppose l'hypothèse d'un stress atténué, mais généralisé, avec celle d'un stress exacerbé dans un domaine spécifique en examinant le rôle régulateur du soutien du conseiller pédagogique et des membres du groupe sur

This study tests the effects of psychological contract breach on several employee outcomes: workplace deviant behaviours directed at the organization (WD-O) and its organizational members (WD-I), in-role performance, and organizational citizenship behaviours directed at the organization (OCB-O) and its co-workers (OCB-I). It also examines the moderating effects of equity sensitivity in the relationship between breach and these outcomes. Data were collected from 162 sales executives and their direct supervisors. We found that breach was related to all behavioural outcomes. Equity sensitivity and breach also interacted in predicting OCB-I, OCB-O and WD-I. The negative relationships between breach and OCB-O and OCB-I were stronger for employees with an outcome-focused approach to organizational relationships than for those with an input-focused approach. In addition, breach had stronger positive effects on WD-I especially for those individuals who are output-oriented compared to those who are input-focused.Psychological contracts consist of a set of beliefs about the exchange terms and conditions between the employee and the employing organization (Guest, 2004;Rousseau, 1995). An important aspect of the psychological contract is the employees' expectation that the organization will adequately deliver on its promises. When employees perceive that the organization has not lived up to its promises, then this results in psychological contract breach (Rousseau, 1995). Breach of the psychological contract has negative implications for a wide spectrum of employee attitudes and behaviours (Coyle-Shapiro and

Drawing from an approach-avoidance perspective, we examine the relationships between subordinates' perceptions of abusive supervision, fear, defensive silence, and ultimately abusive supervision at a later time point. We also account for the effects of subordinates' assertiveness and individual perceptions of a climate of fear on these predicted mediated relationships. We test this moderated mediation model with data from three studies involving different sources collected across various measurement periods. Results corroborated our predictions by showing (a) a significant association between abusive supervision and subordinates' fear, (b) second-stage moderation effects of subordinates' assertiveness and their individual perceptions of a climate of fear in the abusive supervision-fear-defensive silence relationship (with lower assertiveness and higher levels of climate-of-fear perceptions exacerbating the detrimental effects of fear resulting from abusive supervision), and (c) first-stage moderation effects of subordinates' assertiveness and climate-of-fear perceptions in a model linking fear to defensive silence and abusive supervision at a later time. Theoretical and practical implications are discussed. (PsycINFO Database Record