Testing the differential effects of changes in psychological contract breach and fulfillment

Conway, Neil; Guest, David; Trenberth, Linda

doi:10.1016/j.jvb.2011.01.003

Cited by 157 publications

(160 citation statements)

References 31 publications

Supporting

Mentioning

145

Contrasting

Unclassified

Order By: Relevance

“…Although previous studies were not reached consistent about the composition of HPWS (Posthuma, Campion, Masimova, & Campion, 2013), the dimensions of HPWS typically include selective recruitment, extensive training, developmental performance appraisal, information sharing, incentive reward, flexible job design, teamwork and participation in decision-making. These management practices refer to some obligations that employers have toward employees, which are important part of the employees' psychological contract (Cassar & Briner, 2011;Conway et al, 2011). Furthermore, employees' interpretations of HRM practices are associated with the status of psychological contract and employee outcomes (Guzzo & Noonan, 1994).…”

Section: Moderating Effect Of Perceived Hpwsmentioning

confidence: 99%

“…However, the perceptual and idiosyncratic nature of the psychological contract, combined with the ever-changing business environment has made psychological contract breach (PCB) become frequent, even inevitable phenomena in current organizations (Kiewitz, Restubog, Zagenczyk, & Hochwarter, 2009;Low & Bordia, 2011). Although the negative consequences of PCB have been well understood (Conway, Guest, & Trenberth, 2011;Robinson & Morrison, 2000), there are very few studies have focus on the impact of PCB on work engagement, and the mechanism behind this effect is not yet sufficiently explored. To the best of our knowledge, we only find Rayton and Yalabik (2014) considered this issue.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Psychological contract breach, high-performance work system and engagement: the mediated effect of person-organization fit

2016

The International Journal of Human Resource Management

View full text Add to dashboard Cite

Based on social exchange theory, we developed and tested a mediated moderation model to investigate the effects of psychological contract breach (PCB), person-organization fit (P-O fit) and high-performance work system (HPWS) on employee engagement. Using a sample of 255 employees in China, our results revealed that PCB has significant negative effect on employee engagement, and P-O fit partially mediates this relationship. We further found that high levels of perceived HPWS aggravate not buffer the negative effect of PCB on employee engagement and P-O fit. In addition, the interaction of HPWS and PCB on employee engagement is mediated by P-O fit. Implications for the research and practices, limitations and directions for future research are discussed.

show abstract

Section: Moderating Effect Of Perceived Hpwsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Psychological contract breach, high-performance work system and engagement: the mediated effect of person-organization fit

2016

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

“…In addition, research on the relationship between breach and outcomes has long been on going, but few studies have investigated the relationship between breach and wellbeing as an outcome (e.g. Guest, 1987;Guest, Isaksson and de Witte, 2010;Conway, Guest and Trenberth, 2011). According to Guest (1987), HRM focuses on the individual needs, amongst which employee well-being is crucial.…”

Section: Introductionmentioning

confidence: 99%

Psychological contract breach, organizational justice and emotional well-being

Cassar

Buttiġieġ

2015

Personnel Review

View full text Add to dashboard Cite

Purpose – Psychological contract breach, which represents instances when organizations fail to fulfil their side of the employment bargain, has been associated with salient concepts in strategic human resources management. The purpose of this paper is to investigate moderated mediated relationships involving breach, organizational (procedural and interactional) justice and emotional well-being. Design/methodology/approach – The study draws upon quantitative data collected by means of a questionnaire that was administered to 620 full-time technical and shop-floor employees in an automobile-parts company in Malta. The questionnaire included psychometrically validated scales on breach, justice and well-being. Findings – Breach partially mediated the relationship between justice and well-being while justice levels did not differentiate this mediating effect except for interactional justice. Finally, the interaction between procedural and interactional justice failed to explain the mediating role of breach over and above their single contributions although interactional justice seemed to make a bigger impact. Research limitations/implications – This study contributes towards a better understanding of the relationships between breach, justice and well-being. The major limitation is that because of its cross-sectional nature, causality cannot be inferred. Practical implications – Given that managing the employment relationship impacts on how people feel and hence perform, understanding how breach, justice and well-being are related, is strategically important to human resources management. Originality/value – To the authors’ knowledge, there is no previous research that links breach, justice and well-being in one study.

show abstract

“…When employees perceive that their organizations have failed to fulfil one or more obligations, they experience psychological contract breach (Morrison & Robinson, 1997). Extensive studies have explored the consequences of psychological contract breach, including different aspects of negative work attitudes and behaviours (e.g., Conway, Guest, & Trenberth, 2011;Ng, Feldman, & Lam, 2010). Nonetheless, the research on antecedents to psychological contract breach has shown the complexity of the forces that shape this subjective reality.…”

Section: Practitioner Pointsmentioning

confidence: 99%

Understanding psychological contract breach due to labour costs reduction: Contingent upon employee sex and managerial control

Wei

Zhang

et al. 2014

J Occupat & Organ Psyc

View full text Add to dashboard Cite

Integrating the perspectives of psychological contract and sex differences, this study examines how organizational decision to reduce labour costs influences employees' perceived psychological contract breach and their commitment to their organizations. Using two experiments, we found three-way interaction effects among the decision to reduce labour costs, employee sex, and the managerial control over the decision. The decision of labour costs reduction leads to stronger feelings of psychological contract breach for females when the decision is in low than in high levels of managerial control, but the same decision leads to stronger psychological contract breach for males when the decision is in high than in low levels of managerial control. Furthermore, the indirect effect of labour costs reduction on employees' organizational commitment through psychological contract breach is also contingent upon the interaction between employee sex and managerial control. Our findings expand the literature of psychological contract and shed light on timely practical issues of management's decisions regarding labour costs reduction. Practitioner pointsLabour costs reductions in economic downturns lead to different responses from employees, and managers are advised to plan their actions bearing in mind such differences. Management in crisis or difficulties calls for more delicate considerations of employees' psychological feelings towards the organization. Nuanced empirical evidence informs us about the different needs and responses of a diverse group of employees and how their responses contradict.

show abstract

Testing the differential effects of changes in psychological contract breach and fulfillment

Cited by 157 publications

References 31 publications

Psychological contract breach, high-performance work system and engagement: the mediated effect of person-organization fit

Psychological contract breach, high-performance work system and engagement: the mediated effect of person-organization fit

Psychological contract breach, organizational justice and emotional well-being

Understanding psychological contract breach due to labour costs reduction: Contingent upon employee sex and managerial control

Contact Info

Product

Resources

About