Psychological contract, job satisfaction, commitment, and turnover intention: Exploring the moderating role of psychological contract breach in National Collegiate Athletic Association coaches

Abstract

This study examined the relationship between psychological contract and three work attitudes, job satisfaction, affective commitment, and turnover intention in a sample of National Collegiate Athletic Association coaches. This study also explored the moderating role of the psychological contract by examining coaches' perceptions of the intentional and unintentional breach. A total of 383 coaches responded to the survey that included items in the transactional and relational psychological contract, job satisfaction, affective commitment, and turnover intention. In addition, the sample was split into two groups, intentional breach and unintentional breach based on their responses to a single question regarding the perceived breach status. Results revealed that the transactional contract had a positive influence on job satisfaction and a negative influence on affective commitment. On the other hand, the relational contract had positive influences on both job satisfaction and affective commitment. Job satisfaction had a positive influence on affective commitment, which negatively led to turnover intention, while affective commitment had no significant influence on turnover intention. A multi-group analysis was conducted to test whether the psychological contract breach moderated the paths in the hypothesized model. The paths from transactional contract to satisfaction and commitment as well as from satisfaction to turnover intention were moderated by the psychological contract breach. The transactional contract–job satisfaction relationship was meaningful for the unintentional breach group, while the transactional contract–affective commitment relationship was stronger with the intentional breach group. The job satisfaction–turnover intention relationship was stronger with the intentional breach group than with the unintentional breach group.

Examining the mediating-moderating role of psychological contract breach and abusive supervision on employee well-being in banking sector

“…This study found an indirect effect (H6), turnover intention is a partially mediated relationship between psychological contract breach and employee well-being. This finding is consistent with prior studies (Vaart et al, 2013;Bravo et al, 2019). They suggested that employers must devise employee-friendly policies to enhance workplace wellbeing as a retention strategy.…”

Hatred out of love or love can be all-inclusive? Moderating effects of employee status and organizational affective commitment on the relationship between turnover intention and CWB

“…Therefore, they will be more likely to reduce their obligations as a form of revenge ( Christian and Ellis, 2014 ). Turnover intention is strongly predicted by psychological contract breaches in the relationship between individuals and an organization ( Bravo et al, 2019 ). Prior research has indicated that turnover intention dampens employees’ relational contracts ( Burris et al, 2008 ; Bravo et al, 2019 ).…”

“…Turnover intention is strongly predicted by psychological contract breaches in the relationship between individuals and an organization ( Bravo et al, 2019 ). Prior research has indicated that turnover intention dampens employees’ relational contracts ( Burris et al, 2008 ; Bravo et al, 2019 ). Once an employee decides to leave, their relational contract perception has changed; they are consciously disrupting the bonds of the contracts and do not consider what they owe their employer.…”

Expanded-Multidimensional turnover intentions: Scale development and validation

“…A violation of the expectations of the implied or non-explicit agreements would be considered a breach. This violation is considered a good ground for turnover (Bravo, Won & Chiu, 2019). Workers and their employers have expectations of reciprocity, which is the belief that the organisation will provide rewards that match the effort of the workers, though one of the challenges is covering workers' expectations of reciprocity and recognising unmet expectations (Kanu, Ugwu, Ogba, Ujoatuonu, Ezeh, Eze, Okoro, Agudiegwu, & Ugwu, 2022).).…”