The Impact of Psychological Contract Fulfillment on the Performance of In-Role and Organizational Citizenship Behaviors

Abstract

This research examines the relationships between psychological contract fulfillment and three types of employee behavior: in-role performance, organizational citizenship behavior directed at the organization, and organizational citizenship behavior directed at individuals within the organization. Using a sample of 134 supervisor-subordinate dyads, this study suggests that the extent of psychological contract fulfillment is positively related to the performance of all three types of employee behavior. In addition, the results indicate that psychological contract fulfillment is more strongly related to citizenship behavior directed at the organization than to citizenship behavior directed at one’s colleagues. Finally, this research investigates if employees’ attributions regarding the reasons that psychological contract breach occurred also impact their work performance. However, the data provide only limited support for the idea that employees are most likely to reduce their work effort when they perceive that the organization has intentionally failed to live up to its commitments.

Organizational Citizenship Behavior and the Public Service Ethos: Whither the Organization?

“…(R)'' (see Appendix for a full list of items used). Evidence of reliability from Cronbach's alpha coefficient using the 6-item scales ranges from .89 to .75 (see Williams and Anderson 1991;Settoon et al 1996;Turnley et al 2003). For this study the Cronbach alpha coefficients were OCBI = .80 and OCBO = .60.…”

Effects of (Mis)Alignment Between Supervisory and Organizational Justice

“…When an organization is meeting or exceeding the employee's expectations, it creates in them feelings of being valued and increases their trust. Employees in that case are more prone to return with actions, which aim to benefit the employee and the organization as a whole (Coyle--Shapiro & Kessler, 2002;Robinson & Morrison, 1995;Turnley, Bolino, Lester, & Bloodgood, 2003). A psychological contract violation or breach exists when an employee perceives that the organization has failed to answer its obligations to him or her (Morrison & Robinson, 1997).…”

Ethical Stewardship – Implications for Leadership and Trust

“…Vroom's (1964) Expectancy Theory is useful in explaining the complex nature of the social contracts and exchange relationships that impact the decision to risk and the value of outcomes associated in following leaders. The ethical expectations about the obligations of governance, the role of leadership, and duties owed in the social contract that exists between the parties have leadership and stewardship implications related to the decision to trust (Caldwell et al, 2002;Rousseau, 1995;Turnley, et al, 2003).…”

“…Those duties are inherently a part of the personal relationship between leaders and followers (Rousseau, 1995(Rousseau, , 2003. A growing body of literature about social and psychological contracts confirms that leaders who honor social contracts increase both the levels of commitment and performance of those who they lead (Caldwell and Hansen, 2005;Suazo, et al, 2005;Turnley et al, 2003). (4) Each follower participant interprets the relationship based upon subjective self-perception.…”