Relationships between Psychological Contract Breach and Employee Well-Being and Career-Related Behavior: The Role of Occupational Future Time Perspective

Abstract

Relationships between psychological contract breach and employee well-being and career- related behavior cannot sufficiently be explained by social exchange and reciprocity theories, yet the alternative mechanisms underlying these associations are currently not well understood. Based on the psychological contract perspective on careers, the goal of this study was to examine indirect effects of psychological contract breach on emotional engagement, emotional exhaustion, and career-related behavior through two dimensions of occupational future time perspective (i.e., focus on opportunities, focus on limitations). Data came from 405 employees in Australia, who responded to three surveys across 12 months. Results showed that psychological contract breach had indirect effects on emotional engagement and exhaustion through focus on opportunities and focus on limitations, respectively, and on career-related behavior through focus on opportunities. Another mechanism, psychological contract violation, was only related to employees’ organizational deviance. These findings highlight the important role of occupational future time perspective dimensions as employees’ evaluations of future career-related opportunities and limitations. These evaluations may change in response to psychological contract breach and, in turn, might impact on employee well-being and career-related behavior.

Modelling the significance of organizational conditions on quiet quitting intention among Gen Z workforce in an emerging economy

“…These findings match the results of Kader et al 23 , who postulated that career development opportunities correlated significantly with job burnout. This study corroborates the findings of Zacher and Rudolph 52 that employees with a positive outlook on their future career prospects tend to be more productive and content with their jobs, and this has a beneficial effect on their well-being and behaviour. Furthermore, a recent study by Koo et al 56 found that organizational commitment is a key factor in job burnout.…”

“…This in turn increases their work engagement and performance, making them less likely to leave their jobs. This result is further supported by the results of prior studies by Brunner et al 45 on work conditions, Falatah et al 21 on job security, Zacher and Rudolph 52 on perceived career development opportunities, Oyewobi et al 24 on affective organizational commitment, and Li et al 25 on perceived organizational support, which all demonstrate that negative attitudes towards one’s job can lead to an increased intention to quit, and that these factors significantly contribute to the development of employee well-being symptoms.…”

“…Job satisfaction, career progression, and involvement in an organization have all been linked to decreased burnout 23 . According to Zacher and Rudolph 52 , when individuals are developing their careers, their job experiences help them develop their skills and learn about prospects both in the present and future. On the one hand, an employee may believe that there will be fewer options for them to work in the future.…”

“…Adverse work condition and perceived job insecurity can lead to heightened anxiety and negative emotions, thereby reducing overall well-being leading to the increased quiet quitting intentions. Zacher and Rudolph 52 stated that employees stay when offered career development opportunities. Perceived career development opportunities are more likely to result in more optimistic ideas about future opportunities, therefore positively influence employee well-being 22 , 51 .…”

“…Zacher and Rudolph 52 stated that employees stay when offered career development opportunities. Perceived career development opportunities are more likely to result in more optimistic ideas about future opportunities, therefore positively influence employee well-being 22,51 .…”