The Impact of Personality on Psychological Contracts.

Raja, Usman; Johns, Gary; Ntalianis, Filotheos

doi:10.2307/20159586

Cited by 595 publications

(651 citation statements)

References 40 publications

Supporting

Mentioning

596

Contrasting

Unclassified

Order By: Relevance

“…The results of our research add to the increasing psychological contract literature suggesting that employees' perceived psychological contract breach is negatively related to organizational citizenship behaviors (Robinson & Morrison, 1995;Turnley et al, 2003;Turnley & Feldman, 1999). This finding is consistent with previous research on permanent employees, where higher perceptions of psychological contract breach are related to lower organizational citizenship behaviors toward individual employees and the organization (Turnley et al, 2003;Turnley & Feldman, 1999), higher intentions to leave the organization (Raja et al, 2004;Turnley & Feldman, 1998, 1999, and higher employee job neglect (Lester et al, 2002;Robinson, 1996;Robinson et al, 1994).…”

Section: Discussionsupporting

confidence: 90%

“…For example, a psychological contract breach is negatively related to the employee's trust in management (Chelliah et al, 2009;Deery, Iverson, & Walsh, 2006;Zhao, Wayne, Glibkowski, & Bravo, 2007), job satisfaction (Gakovic & Tetrick, 2003;Zhao et al, 2007), intention to remain with the organization (Kickul et al, 2002;Zhao et al, 2007), employee performances (Restubog et.al, 2007;Suazo et al, 2005), citizenship behaviors Zhao et al, 2007), civic virtue behavior (Chambel & Alcover, 2011), and employee commitment (Johnson & O'Leary-Kelly, 2003;Raja et al, 2004) and positively related to workplace deviant behaviors (Bordia et al, 2008;Restubog et al, 2007), employees' neglect of job duties (Turnley & Feldman, 1998, 1999, job burnout (Chambel & Oliveira-Cruz, 2010), employees' cynicism about their employer (Johnson & O'Leary-Kelly, 2003), higher absenteeism (Deery et al, 2006;Johnson & O'Leary-Kelly, 2003), and revenge cognitions (Ahmed et al, 2007;Bordia et al, 2008). Such findings indicate that the psychological contract breach is negatively related with three forms of employee contributions to the organization: day-to-day performance, organizational citizenship behaviors, and intentions to remain with the organization (Robinson, 1996).…”

Section: Impact Of Psychological Contract Breachmentioning

confidence: 99%

“…These findings concur with earlier studies on psychological contract breach and employees' intent to leave the organization. Past research has also indicated that employees' intent to leave the organization is positively related to psychological contract breach (Raja et al, 2004;Robinson et al, 1994).…”

Section: Contemporary Management Research 198mentioning

confidence: 99%

See 2 more Smart Citations

Psychological Contract Breach: Consequences of Unkept Promises of Permanent Employment

Ahmed

D’Netto

Chelliah

et al. 2016

CMR

View full text Add to dashboard Cite

Adopting a psychological contract perspective, this study examines attitudinal and behavioral reactions of temporary employees to repeated broken promises of permanent employment by their employers. Data were collected through self-report and co-worker rating surveys from 140 bank employees in Bangladesh. To identify psychological contract breaches and employees' reactions, the data were analyzed using correlations and regressions. Past research has focused mainly on the organizational benefits of using temporary employees. In contrast, the results of our empirical study indicate that the continuous extension of involuntary temporary status resulted in lower self-reported and co-worker-rated organizational citizenship behaviors, higher self-reported and co-worker ratings of job neglect, and increased turnover intentions. The implications of a psychological contract breach in terms of managing a temporary workforce are also discussed. The findings present new knowledge of the attitudinal and behavioral consequences arising from employers' failure to honor their promise of permanent employment to long-term temporary Contemporary Management Research 184 employees. This research will be of particular interest to employers, employee advocates, human resource management practitioners, and academics in the field of management. However, the results cannot be generalized to all industry sectors or all types of temporary employees as the study covered temporary employees in the banking sector only.

show abstract

Section: Discussionsupporting

confidence: 90%

Section: Impact Of Psychological Contract Breachmentioning

confidence: 99%

See 1 more Smart Citation

Psychological Contract Breach: Consequences of Unkept Promises of Permanent Employment

Ahmed

D’Netto

Chelliah

et al. 2016

CMR

View full text Add to dashboard Cite

show abstract

“…In their seminal paper, Robinson and Rousseau (1994) showed that PCB is more the norm than the exception, and, when it happens, can lead to undermined trust between employee and employer, dissatisfaction among employees and even the dissolution of the relationship. Consistent with that, it has been shown that that PCB is negatively related to job satisfaction (Raja, Johns & Ntalianis, 2004), intention to stay in the organization (Turnley & Feldman, 2000), job performance (Johnson & O'Leary-Kelly, 2003), trust in the organization (Zhao et al, 2007), organizational citizen behaviors (Restubog, Bordia & Tang, 2007) and organizational commitment (Zhao et al, 2007). At the same time, PCB was shown to be positively correlated with counterproductive work behaviors (Bordia, Restubog & Tang, 2008), absenteeism and organizational cynicisms (Johnson & O'Leary-Kelly, 2003).…”

Section: Introductionsupporting

confidence: 55%

When Employers Betray: A Study of Psychological Contract Breach Among Croatian Employees

Galić

Grabovac

Gotvald

et al. 2016

Zagreb International Review of Economics and Business

View full text Add to dashboard Cite

Abstract:In this paper we report the results of a study exploring psychological contract breach (PCB) in a heterogeneous sample of Croatian employees (N=363). In addition to reporting PCB, the participants informed us about their basic demographic characteristics, job attitudes (job satisfaction and organizational commitment) and reported three aspects of their job performance (in-role performance, organizational citizenship behavior, counterproductive work behavior). Our analyses showed that PCB experience depended on participants' characteristics, and, more importantly, was negatively related to job attitudes and job performance. Thus, the detrimental effect of PCB reported in the organizational behavior literature was replicated among Croatian employees.

show abstract

“…Among the dispositional factors that play significant role in Psychological Contract Breach is employee's personality. Personality of an employee influences psychological contract (Orvis, Dudley, & Cortina, 2008;Raja, Johns, & Ntalianis, 2004). The role of personality has been accepted in the psychological contract very recently but very few researches have been undertaken on personality and contract breach.…”

mentioning

confidence: 99%