Perceived contract violation and job satisfaction

Clercq, Dirk De; Haq, Inam Ul; Azeem, Muhammad Umer

doi:10.1108/ijoa-07-2019-1837

Cited by 17 publications

(7 citation statements)

References 76 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The risk that employees’ frustrations with politicized decision-making translate into negative work-related feelings and behaviours is amplified to the extent that they also ruminate on the influences of uncontrollable, external crises on their work (De Clercq and Pereira, 2021b). Even if this study did not directly assess employee skills, this risk likely can be contained if employees can leverage pertinent skills to cope with the dual hardships, such as creative self-efficacy (Christensen-Salem et al , 2021), emotion regulation (De Clercq et al , 2021a) or resilience (Caniëls and Hatak, 2022). Highly politicized organizations that also face external crisis threats accordingly could benefit from formal training programs or on-the-job-training initiatives that nurture such skills (Ahadi and Jacobs, 2017).…”

Section: Discussionmentioning

confidence: 99%

Perceived organizational politics, organizational disidentification and counterproductive work behaviour: moderating role of external crisis threats to work

Clercq

Pereira

2023

IJOA

View full text Add to dashboard Cite

Purpose The purpose of this study is to unpack the relationship between employees’ perceptions of organizational politics and their counterproductive work behaviour, by postulating a mediating role of organizational disidentification and a moderating role of perceived external crisis threats to work. Design/methodology/approach The empirical assessment of the hypotheses relies on survey data collected among employees who work in a large banking organization. Findings Perceptions that organizational decision-making is marked by self-serving behaviour increase the probability that employees seek to cause harm to their employer, because they feel embarrassed by their organizational membership. This mediating role of organizational disidentification is especially prominent when they ruminate about the negative impact of external crises on their work. Practical implications This study details an important danger for employees who feel upset with dysfunctional politics: They psychologically distance themselves from their employer, which then prompts them to formulate counterproductive responses that likely make it more difficult to take on the problem in a credible manner. This detrimental dynamic is particularly risky if an external crisis negatively interferes with their work functioning. Originality/value This study adds to prior research by detailing an unexplored but relevant mechanism (organizational disidentification) and moderator (external crisis threats) by which perceived organizational politics translates into enhanced counterproductive work behaviour.

show abstract

Section: Discussionmentioning

confidence: 99%

Perceived organizational politics, organizational disidentification and counterproductive work behaviour: moderating role of external crisis threats to work

Clercq

Pereira

2023

IJOA

View full text Add to dashboard Cite

show abstract

“…An important driver of OCB is the extent to which employees feel satisfied with their job (Bowling, 2009). For example, a recent study found that employees' job satisfaction can enhance their willingness to perform positive work activities (De Clercq et al, 2019). A meta-analysis also confirmed the positive relationship between job satisfaction and OCB (LePine et al, 2002).…”

Section: Job Satisfaction As a Mediatormentioning

confidence: 95%

Linking Self-Control to Voluntary Behaviors at Workplace: The Mediating Role of Job Satisfaction

Wang¹,

Chen

Dou

et al. 2021

Front. Psychol.

View full text Add to dashboard Cite

Voluntary work behavior (VWB) refers to spontaneous workplace behaviors that extend beyond role norms, including extra-role behaviors that benefit the organization (i. e., organizational citizenship behavior, OCB) and negative behaviors that may harm the organization (i.e., counterproductive work behavior, CWB). This study examined the relationship between self-control and VWB and the mediating role of job satisfaction. A total of 1,101 full-time employees from China completed a battery of self-report measures online. The results show that self-control positively predicts employees' OCB and negatively predicts employees' CWB. Moreover, job satisfaction significantly mediates the relationship between self-control and OCB/CWB. The results confirm that employees with high self-control are more public-spirited, which previous studies have described as being “highly committed” (high OCB) or “less harmful” (low CWB). This finding closely relates to the observation that employees with high self-control tend to have more satisfying work outcomes or higher workplace status than those with low self-control.

show abstract

“…job satisfaction, effective commitment, turnover intentions) (Pate et al, 2003;Zhao et al, 2007). On the other hand, the correlation between perceived contract violation and low job satisfaction was found to be weaker as the workrelated self-efficacy increased (De Clercq et al, 2019). Therefore, it is necessary to study the mitigating role of self-efficacy on the negative effects of PCB.…”

Section: Intrinsic Motivationsmentioning

confidence: 99%

The Impact of an Employee’s Psychological Contract Breach on Compliance with Information Security Policies: Intrinsic and Extrinsic Motivation

Lee

Michaelides

Lallie

2022

Preprint

View full text Add to dashboard Cite

Despite the rapid rise in social engineering attacks, not all employees are as compliant with information security policies (ISPs) to the extent that organisations expect them to be. ISP non-compliance is caused by a variety of psychological motivation. This study investigates the effect of psychological contract breach (PCB) of employees on ISP compliance intention (ICI) by dividing them into intrinsic and extrinsic motivation using the theory of planned behaviour (TPB) and the general deterrence theory (GDT). Data analysis from UK employees (n=206) showed that the higher the PCB, the lower the ICI. The study also found that PCBs significantly reduced intrinsic motivation (attitude and perceived fairness) for ICI, whereas PCBs did not moderate the relationship between extrinsic motivation (sanction severity and sanctions certainty) and ICI. As a result, this study successfully addresses the risks of PCBs in the field of IS security and proposes effective solutions for employees with high PCBs.

show abstract

Perceived contract violation and job satisfaction

Cited by 17 publications

References 76 publications

Perceived organizational politics, organizational disidentification and counterproductive work behaviour: moderating role of external crisis threats to work

Perceived organizational politics, organizational disidentification and counterproductive work behaviour: moderating role of external crisis threats to work

Linking Self-Control to Voluntary Behaviors at Workplace: The Mediating Role of Job Satisfaction

The Impact of an Employee’s Psychological Contract Breach on Compliance with Information Security Policies: Intrinsic and Extrinsic Motivation

Contact Info

Product

Resources

About