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The purpose of this study is to investigate the impact of psychological contract breach (PCB) on deviant workplace behavior (DWB). In addition, we explored the mediating role of job satisfaction in the relationship between PCB and DWB. We conducted our study in a sample of 265 employees working in an Iranian industrial company. We used regression analysis to test the research hypotheses. The findings supported our hypotheses. Based on the results, perception of PCB results in employees' engagement in DWB. Moreover, it was found that Job satisfaction partially mediates the PCB-DWB relationship. Since limited studies on this subject has been conducted in Middle East, we contributed to the literature of PCB and DWB by exploring the relationship in a Middle Eastern country.
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The study reported the negative relationship between Psychological contract breach (PCB) and Work attitudes such as Job involvement (JI) and Organizational commitment (OC).Insights are taken from Social exchange and Equity theory, which suggests that individuals search for fair and balanced exchange relationships. The study aims to provide empirical evidence on the role of PCB and JI as predicators of OC of IT employees in India. Drawing from the sample of 1000 IT employees, This study confirms the mediating role of JI on association between specific PCB aspects and OC showing the importance of their role in the organizational context of the IT sector.
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Purpose – The aim of this paper is to investigate how social exchanges modify the relationship between psychological contract breach and work performance. It aims to present two concurrent hypotheses, based on theoretical interaction effects of social exchanges (conceptualized as social exchange relationships, POS, and trust). Design/methodology/approach – Data were collected from a sample of 266 employees in a service sector company in the USA. Regression analysis was used to explore the moderating effects of social exchanges on the relationships between psychological contract breach and work performance (operationalized as in-role behaviors and organizational citizenship behaviors). Findings – It was found that the negative relationship between psychological contract breach and work performance was moderated by social exchanges, such that the relationship was stronger for employees with high social exchange relationship, perceived organizational support, and trust. Research limitations/implications – The data were collected cross-sectionally, and thus causal inferences have to be made with caution. Moreover, the data were collected from a single source. The study shows that the relations between contract breach and outcomes are moderated by the existing relationship between employee and organization. Practical implications – Although organizations may invest in long-term relationships with their employees, psychological contract breaches have a profound impact on work performance. Therefore, organizations should diminish perceptions of contract breach; for instance by providing realistic expectations. Originality/value – The paper provides new theoretical insights on how social exchange can have two distinct effects on the breach-outcomes relations. It shows that social exchanges moderate the relations between contract breach and work performance.
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International Journal of Academic Research in Business and Social Sciences
This paper investigated the relationship between psychological contract breach (PCB) and job satisfaction (JS) having perceived organisational support (POS) as a moderator. This study employed social exchange theory and organisational support theory to examine PCB, JS and POS relationship. Date collection was made with the help of a self-administered questionnaire from five public sector universities across Pakistan. A sample of 1230 was used for this research study. About 739 valid respondents participated in this research. Structural equation modelling and IBM AMOS was used to carry out analysis. Results showed that PCB led to job dissatisfaction; however, POS did not moderate this relationship. Limitation of this research was its being cross-sectional. A longitudinal study is proposed. Researchers, practitioners are urged to understand PCB, JS and POS relationship in order to have a good employee-employer relationship much needed for the high performance work systems (HPWS).
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Open Journal of Business and Management
