Search results

1 – 10 of 141
To view the access options for this content please click here
Article
Publication date: 13 August 2021

Naveen Jain, Danilo Le Sante, Chockalingam Viswesvaran and Rakesh Belwal

The psychological contract breach (PCB) literature has documented the negative effects of PCB on employee job attitudes and the variables that moderate (accentuate or…

Abstract

Purpose

The psychological contract breach (PCB) literature has documented the negative effects of PCB on employee job attitudes and the variables that moderate (accentuate or mitigate) this relationship. Given that multiple variables together influence a subordinate’s PCB – job attitudes relationship, this paper aims to investigate a three-way interaction between corporate reputation, supervisor’s and subordinate’s PCBs on the job attitudes of the latter.

Design/methodology/approach

The authors collected a dyadic sample of 227 employees and their 79 supervisors from some of the well-known companies in Oman. The authors used SPSS (version 25) to examine the three-way interaction of focal employee PCB, supervisor PCB and corporate reputation on employee job attitudes.

Findings

The results indicated that depending on the perception of corporate reputation, the extent of the supervisor’s PCB perception has a differential influence on the employee PCB – job attitudes relationship.

Originality/value

By investigating the joint (sometimes conflicting) influences of multiple moderators which enhances the ecological validity, this paper makes an original and important contribution to the PCB literature.

Details

Review of International Business and Strategy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-6014

Keywords

To view the access options for this content please click here
Article
Publication date: 14 November 2016

J.C. Peng, Jia-Jing Jien and Julian Lin

The purpose of this paper is to investigate store-level servant leadership and the procedural justice climate (PJC) as key antecedents for employee-perceived psychological…

Downloads
2287

Abstract

Purpose

The purpose of this paper is to investigate store-level servant leadership and the procedural justice climate (PJC) as key antecedents for employee-perceived psychological contract breach (PCB) and explores the mediating roles of PCB in the relationships among servant leadership, the PJC and deviant employee behavior.

Design/methodology/approach

Survey data were collected from 301 employees at 94 stores of a restaurant chain in Taiwan. The model and hypotheses were tested using hierarchical linear modeling.

Findings

The results support the moderated mediation model, showing that the indirect effects of servant leadership and PJC on deviant employee behavior through PCB were stronger for employees with an external locus of causality attribution than for those with an internal locus.

Research limitations/implications

The study relied on cross-sectional survey design, therefore the authors cannot infer causality.

Practical implications

The results will help organizations and managers understand that supervisor servant leadership has suppressive effects on deviant employee behavior through the intermediary mechanism of negative psychological perception (i.e. the perception of a PCB).

Originality/value

The primary purpose of this study is to examine the influences of store-level servant leadership and the PJC on employee deviance and to examine the mediating role played by PCB. The findings suggest a significantly negative relationship.

Details

Journal of Managerial Psychology, vol. 31 no. 8
Type: Research Article
ISSN: 0268-3946

Keywords

To view the access options for this content please click here
Article
Publication date: 26 May 2021

Veronica Serwaa Amoah, Francis Annor and Maxwell Asumeng

The study examined the relationship between psychological contract breach and organizational commitment and whether leader-member exchange and job embeddedness mediate…

Abstract

Purpose

The study examined the relationship between psychological contract breach and organizational commitment and whether leader-member exchange and job embeddedness mediate this relationship.

Design/methodology/approach

The study adopted a quantitative approach and is based on a sample of 298 teachers in basic schools in Accra, Ghana. Participants completed surveys with standardized measures on psychological contract breach, job embeddedness, leader-member exchange and organizational commitment. Hypothesized relationships were tested using structural equation modeling in AMOS 21.0.

Findings

Psychological contract breach had a direct negative relationship with affective and normative commitment but had no significant direct relationship with continuance commitment. Psychological contract breach was indirectly related to affective and normative commitment through both job embeddedness and leader-member exchange, and indirectly related to continuance commitment through only job embeddedness.

Practical implications

Findings from the study suggest that employers' failure to fulfill their obligations to employees has significant potential cost to the organization, and underscore the need for managers, particularly in educational institutions, to institute measures to eliminate or minimize the occurrence of psychological contract breach.

Originality/value

The study contributes to research examining antecedents of organizational commitment as well as the mechanisms linking psychological contract breach to organizational commitment in the educational context.

Details

Journal of Educational Administration, vol. 59 no. 5
Type: Research Article
ISSN: 0957-8234

Keywords

To view the access options for this content please click here
Article
Publication date: 10 May 2021

Philip S. Rose, Stephen T.T. Teo, Diep Nguyen and Nguyen Phong Nguyen

Internships are utilized globally to recruit graduate employees. However, there is a limited understanding of the process by which interns convert into regular employees…

Abstract

Purpose

Internships are utilized globally to recruit graduate employees. However, there is a limited understanding of the process by which interns convert into regular employees, particularly in non-Western research contexts. Integrating attraction–selection–attrition (ASA) theory and proactive career behaviors, this study identifies the mechanisms influencing interns' intentions to convert into regular employment in host organizations in Vietnam.

Design/methodology/approach

Time lagged, questionnaire data were collected from 669 final-year undergraduate business and economics students who participated in internship programs in a large metropolitan city in Vietnam.

Findings

The results indicate that the interns who exhibit proactive career behaviors are more likely to foster high-quality reciprocal relationships with their supervisors and work colleagues during internships. These positive relations magnify interns' intentions to become regular employees via their perceived person–organization fit.

Practical implications

This study has implications for higher education institutions and host organizations when designing internship programs to maximize employment outcomes via conversion of interns into regular employees.

Originality/value

Previous studies have not tested the critical aspect of ASA theory regarding the personalities of the interns when building work-related relationships that result in the person–organization fit before accepting job offers from host organizations.

Details

Education + Training, vol. 63 no. 5
Type: Research Article
ISSN: 0040-0912

Keywords

To view the access options for this content please click here
Article
Publication date: 11 January 2016

Santiago Melián-González

The purpose of this paper is to test a comprehensive work-related attitudinal model relevant for job performance by extending the perceived organizational support (POS)…

Downloads
2048

Abstract

Purpose

The purpose of this paper is to test a comprehensive work-related attitudinal model relevant for job performance by extending the perceived organizational support (POS), job satisfaction, and organizational commitment model with both perceived supervisor support (PSS) and psychological contract breach attitudes.

Design/methodology/approach

The proposed model was tested using a sample of a company’s 104 employees and through partial least squares analysis.

Findings

A total of 23 percent of the variance in job performance was explained. Interactions among attitudes were all significant. PSS and psychological contract breach accounted for 70 percent of the POS variance.

Research limitations/implications

There is a risk of common-method bias. The cross-sectional design limits making causal inferences.

Practical implications

Instead of measuring employee attitudes in an amorphous way, managers can rely on the included attitudes since these are significant for job performance. The construct’s content allows managers to elaborate specific practices to improve staffs’ attitudinal state.

Originality/value

This model incorporates five independent attitudes that any employee can experience. This is the first study that proposes and tests an interaction among all of them that is significant for job performance.

Details

International Journal of Productivity and Performance Management, vol. 65 no. 1
Type: Research Article
ISSN: 1741-0401

Keywords

To view the access options for this content please click here
Article
Publication date: 5 July 2011

Mark M. Suazo and Eugene F. Stone‐Romero

This study aims to investigate the assumed direct and indirect effects of psychological contract breach (breach) on supervisor‐rated employee behaviors of in‐role…

Downloads
7841

Abstract

Purpose

This study aims to investigate the assumed direct and indirect effects of psychological contract breach (breach) on supervisor‐rated employee behaviors of in‐role performance, organizational citizenship behavior (OCB) directed at an individual (OCBI), and OCB directed at the organization (OCBO). The assumed indirect effects are to be investigated with psychological contract violation (violation) as a mediator of these relations. In addition, perceived organizational support (perceived support) is to be examined as a moderator of the same relations.

Design/methodology/approach

A survey was administered to 1,013 employees working in the USA and hypotheses were tested with structural equation modeling.

Findings

The results indicate that: breach is negatively related to supervisor‐rated in‐role behavior, OCBI, and OCBO; breach is positively related to violation and that violation in turn is negatively related to supervisor‐rated in‐role behavior, OCBI, and OCBO; and perceived support can strengthen the positive relation between breach and violation, and the negative relations between breach or violation and supervisor‐rated employee behaviors.

Research limitations/implications

The use of a non‐experimental design does not allow for definitive conclusions regarding causality.

Practical implications

Managers should be aware of the potential negative implications of the escalation of breach to violation on employee behaviors and the value of understanding that the level of perceived support may influence employee behaviors following breach or violation.

Originality/value

This study makes a unique contribution to the literature by being the first to examine perceived support as a moderator of the relations between breach or violation and supervisor‐rated in‐role behavior, OCBI, and OCBO.

To view the access options for this content please click here
Article
Publication date: 17 August 2010

Mark M. Suazo and William H. Turnley

The purpose of this paper is to examine relations between five individual differences variables (positive affectivity, negative affectivity, reciprocation wariness, equity…

Downloads
3794

Abstract

Purpose

The purpose of this paper is to examine relations between five individual differences variables (positive affectivity, negative affectivity, reciprocation wariness, equity sensitivity, and Protestant work ethic) and the perception of psychological contract breach (PCB), and whether those relations are mediated by perceived organizational support (POS).

Design/methodology/approach

A survey was administered to 234 professional (i.e. white‐collar) employees in the USA. Regression analyses were conducted to test the proposed relations and mediating hypotheses.

Findings

In line with the hypothesized predictions, the findings indicate that POS fully mediated the relations between four out of the five individual difference variables examined (i.e. positive affectivity, reciprocation wariness, equity sensitivity, Protestant work ethic) and perceived PCB. In addition, POS partially mediated the relation between negative affectivity and perceived PCB.

Research limitations/implications

The use of a cross‐sectional, non‐experimental, design does not allow for conclusions to be drawn regarding causality and it is possible that the reported results may have been influenced by common method variance. Future research should examine additional individual differences and workplace contextual features.

Practical implications

Managers need to realize that some determinants of perceived PCB, and POS for that matter, are likely to be unrelated to organizational actions. Rather, perceived PCB and POS may result, in part, from an employee's individual characteristics.

Originality/value

This is the first study to provide empirical evidence that positive affectivity, negative affectivity, reciprocation wariness, equity sensitivity, and Protestant work ethic may predict the perception of PCB and that POS may mediate these relations.

Details

Journal of Managerial Psychology, vol. 25 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

To view the access options for this content please click here
Article
Publication date: 9 March 2020

Upasnaa A. Agarwal and James B. Avey

The purpose of this study is to examine the effects of abusive supervision on cyberloafing behavior, to test the mediating role of PsyCap in this relationship and the…

Abstract

Purpose

The purpose of this study is to examine the effects of abusive supervision on cyberloafing behavior, to test the mediating role of PsyCap in this relationship and the extent to which these relationships are moderated by psychological contract breach.

Design/methodology/approach

A total of 394 full-time managers across different Indian organizations served as the sample for this study.

Findings

The results revealed that the abusive supervision and PsyCap are significantly correlated with cyberloafing, the relationship between abusive supervision and cyberloafing is partially mediated by PsyCap and the impact of abusive supervision and PsyCap on cyberloafing is moderated by psychological contract breach such that the effects of abusive supervision and PsyCap on cyberloafing are stronger when employees perceive high psychological contract breach.

Research limitations/implications

A cross-sectional design and use of self-reported questionnaires are a few limitations of this study.

Originality/value

This is one of the first studies examining cyberloafing in response to abusive supervision and one of the few attempts to examine the effects of abusive supervision on individual resources (PsyCap) in response to workplace mistreatment. This study is also the first to examine these phenomena in the Indian context.

Details

Internet Research, vol. 30 no. 3
Type: Research Article
ISSN: 1066-2243

Keywords

To view the access options for this content please click here
Article
Publication date: 15 January 2018

Phuong Tran Huy and Kiyoshi Takahashi

This study aims to verify the entire process of psychological contract breach (PCB). It investigates organizational variables such as organizational performance, previous…

Abstract

Purpose

This study aims to verify the entire process of psychological contract breach (PCB). It investigates organizational variables such as organizational performance, previous employee performance, participative performance appraisal systems and leader power as the antecedents of perceived unfulfilled promises. It then examines whether perceived failure to fulfill contracts leads to the perception of PCB, and the possible moderating impacts of perceived self-fulfillment and individual differences on the relationship.

Design/methodology/approach

The current study uses cross-sectional design. Data have been collected from 364 full-time employees who enrolled in evening MBA courses in Vietnamese universities. Multiple regression and moderation analyses were used.

Findings

Participative performance appraisal, past performance, perception of leader’s power and overall organizational performance influenced perceived failure to fulfill promises, which contributed to contract breach. Furthermore, perceived self-fulfillment, equity sensitivity and self-esteem moderated the relationship between perceived failure to fulfill promises and PCB.

Research limitations/implications

The limitations of the study include a sampling technique which only focuses on MBA students, and cross-sectional research design.

Practical implications

The study confirms the role of individual traits in the PCB development. Vietnamese companies should collect information concerning employees’ personalities to focus on fulfilling promises that matter most to each type of employees.

Originality/value

The study distinguishes between perception of unmet promises and PCB. Furthermore, the moderating impacts of perceived self-fulfillment on the relationship between unmet promises and breach were examined.

Details

Management Research Review, vol. 41 no. 1
Type: Research Article
ISSN: 2040-8269

Keywords

To view the access options for this content please click here
Article
Publication date: 20 August 2020

Muhammad Waseem Bari, Misbah Ghaffar and Bashir Ahmad

The purpose of this study is to examine the relationship between knowledge-hiding behaviors (evasive hiding, playing dumb and rationalized hiding) and employees’ silence…

Abstract

Purpose

The purpose of this study is to examine the relationship between knowledge-hiding behaviors (evasive hiding, playing dumb and rationalized hiding) and employees’ silence (defensive silence, relational silence and ineffectual silence). Besides, this paper investigates the relation mediated by psychological contract breach.

Design/methodology/approach

The data were collected with three-time lags (40 days each) through a structured questionnaire from 389 employees of registered software houses in Pakistan. The structural equation modeling (partial least squares) approach is used for data analysis.

Findings

The findings of this study confirm that knowledge-hiding behaviors have a significant and positive relationship with employees’ silence, and psychological contract breach significantly mediates the relationship between knowledge-hiding behaviors and employees’ silence.

Practical implications

The implications of this study are very supportive to the knowledge-intensive organizations, i.e. software houses. The management should increase the knowledge sharing and trust culture among employees to discourage the knowledge-hiding behaviors among employees. Moreover, supervisors should develop trust among employees, motivate them to avoid knowledge hiding and encourage the employees to raise their voices against their problems in a formal way.

Originality/value

The present study highlights the impact of different dimensions of knowledge hiding on employees’ silence and the role of psychological contract breach as a mediator in this scenario.

Details

Journal of Knowledge Management, vol. 24 no. 9
Type: Research Article
ISSN: 1367-3270

Keywords

1 – 10 of 141