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Psychological contract violation and turnover intention: the role of job dissatisfaction and work disengagement

Muhammad Umer Azeem (Department of Management, University of Management and Technology, Lahore, Pakistan)
Sami Ullah Bajwa (Department of Management, School of Business and Economics, University of Management and Technology, Lahore, Pakistan)
Khuram Shahzad (Department of Management, School of Business and Economics, University of Management and Technology, Lahore, Pakistan)
Haris Aslam (Department of Operations and Supply Chain, University of Management and Technology, Lahore, Pakistan)

Employee Relations

ISSN: 0142-5455

Article publication date: 26 June 2020

Issue publication date: 22 September 2020

1861

Abstract

Purpose

This paper investigates the role of psychological contract violation (PCV) as the antecedent of employee turnover intention. It also explores the role of job dissatisfaction and work disengagement as the sequential underlying mechanism of a positive effect of PCV on employee turnover intention.

Design/methodology/approach

Drawing on social exchange theory (SET), the authors postulate that PCV triggers negative reciprocity behaviour in employees, which leads to job dissatisfaction and work disengagement, which in turn develop into turnover intentions. The authors tested the research model on time-lagged data from 200 managers working in the banking sector of Pakistan.

Findings

The findings confirmed the hypothesis that employees experiencing PCV raise their turnover intentions because of a feeling of organisational betrayal which makes them dissatisfied and detached from their work.

Originality/value

This research advances the body of knowledge in the area of psychological contracts by identifying the mechanisms through which PCVs translate into employee turnover intentions.

Keywords

Citation

Azeem, M.U., Bajwa, S.U., Shahzad, K. and Aslam, H. (2020), "Psychological contract violation and turnover intention: the role of job dissatisfaction and work disengagement", Employee Relations, Vol. 42 No. 6, pp. 1291-1308. https://doi.org/10.1108/ER-09-2019-0372

Publisher

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Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

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