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This paper aims to examine the relationship between workplace bullying (WPB) and team performance (TP). And it also attempts to investigate the mediating role of team psychological contract breach (TPCB) in the relationship between WPB and TP.

Multiple sources and a time-lagged approach were applied at six-week intervals to 64 work teams across 12 different firms in Turkey to test the hypotheses. A linear regression analysis was conducted to evaluate the association between variables.

The results indicate that WPB leads to negative perceptions of TPCB, which, in turn, have a negative impact on TP.

This study design cannot establish causality, in spite of the fact that the authors used time-lagged data to decrease common method bias.

Managers or team leaders can design activities or programs (i.e. counselling sessions) to promote group cohesiveness, as well as immediately address complaints from team members who feel aggrieved to counteract the negative effects of bullying and reprimand perpetrators; such actions can mitigate perceptions of psychological contract breach.

Few studies have been conducted to test the mediating role of TPCB in the team context. This study stands out as it examines the mediating effect of TPCB in the relationship between WPB and TP. The findings advance the understanding of how WPB could negatively affect TP in a mediation model.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Harm caused to individual victims of workplace bullying (WPB) often has detrimental effects on team performance (TP), particularly when it results in a breach of the implicit psychological contract that exists within a team. Companies can help alleviate the impact of bullying through provision of counseling and support, along with initiatives to educate workers about WPB and the need to behave appropriately towards others.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This study aims to examine the direct influence of workplace bullying (WB) on internal auditors’ independence using the nexus between the agency theory and social exchange theory. From the internal auditors’ perspective, the investigation covered both government and private colleges and universities in one of the Middle East countries.

A survey was administered and delivered to internal auditors at each of the 85 educational institutions. A total of 267 valid questionnaires were analysed. The study’s measurement and structural models were tested and evaluated by using SmartPLS v.4 and partial least squares-structural equation modelling.

The study results indicated that bullying is common among senior managers, and that it has a significant, negative, high-level and direct effect on the independence of internal auditors in the higher education sector.

Regulators and other stakeholders should make a deliberate effort to promote positive behaviours and abandon negative ones regarding the independence of internal auditors and the performance of audit teams, which play a crucial role in enhancing the efficiency of audit units. For example, enhancing coordination and communication internally and externally. In addition to providing the internal auditors with equitable advancement and learning opportunities, senior management should also support their professional development.

To the best of the author’s knowledge, this study is the first to examine the relationship between WB and the internal auditor’s independence in the context of government and private organisations in Southwest Asian countries.

The purpose of this paper is to propose a processual framework of psychological contract breach, which maps holistically the interactions among concepts drawn from the trust and justice literature. However, the price of a holistic picture is frequently a lack of depth of analysis of any single variable, and consequently the second part of the paper seeks to unpack a central variable, circumstances of breach.

Draws on findings from a four‐year qualitative study and investigates the psychological contract in situ. The issue of circumstances of breach was explored inductively by applying in‐depth employee case histories using theory‐based sampling.

Key findings indicate that breach may occur as a result of direct or indirect organisational actions. Further the degree of reaction may differ according to the type of trigger (i.e. a distributive, procedural or interactional justice issue) and also the extent to which the organisation is held responsible.

Based on an in‐depth study of one organisation over time; further research is required to ascertain the generalisability of the key findings.

The implications for the practice of management surround the issue of unanticipated results of actions. Changes to substantive, distributive justice issues are likely to result in psychological contract violation or rupture unless handled with care. The repercussions of relationship fracture include diminished employees attitude and, perhaps more importantly for the organisation, negative behaviour.

The key contribution of the paper is that it presents a new model of psychological contract and elucidates a key aspect of the holistic model using empirical data.

Recent advancements in the field of organizational psychology have transformed the employees’ perceptions related to the reactions of the employment relationship. The main aim of the study is to explore the consequences of psychological contracts among the nursing staff and how to provide better patient care and quality service in the health-care system as nurses play a pivotal role in the context of Pakistan. Significantly, this study attempts to bridge the research gap by exploring consequences of psychological contracts. Drawing on the social exchange theory, this study examined the psychological contracts of nurses and their reactions to the perceived violation.

This research adopted a qualitative method and was based on an exploratory approach. Data were collected through in-depth semi-structured interviews from 21 nurses working in public, private and charity hospitals in Karachi, Pakistan. The thematic content analysis is employed for the analysis of data by using NVivo software.

The study identified the relational and transactional elements related to the psychological contract of nurses who predominantly consisted of supervisor support, autonomy, tangible/intangible rewards and trust. The intrinsic motivation which relates to their devotion to work was found as an additional element to balance their psychological contract. This research also establishes that the psychological contract of nurses is being violated in their work settings.

By highlighting the importance of psychological contract breach, the findings demonstrate that health-care institutions should take measures to cope with psychological contract breach issues at the workplace.

This study contributes to the body of knowledge by exploring psychological contract breach. Substantially, there are rare studies conducted on psychological contract breach among nurses in developing country context (Pakistan). However, this study adds to the previous studies related to the psychological contract of nurses in the context of Pakistan by using social exchange theories. Finally, this study enables the management of healthcare to balance the psychological contract issues effectively.

This paper aims to contribute empirical data to the under‐researched relationship between trust and the psychological contract.

A case study approach is used carrying out 41 interviews in three case study firms, adopting a critical incident technique (CIT).

Trust is present in all psychological contracts and its different bases, cognitive and affective, underpin transactional and relational obligations respectively.

A small‐scale study using CIT which identifies especially salient issues but is not necessarily exhaustive. Provides a base for more detailed study of the relationship.

Demonstrates the impact of the differing bases of trust on the employment relationship. This information could contribute to better managing the employment relationship.

There are few extant empirical data on this relationship and a contribution is made to debates on the role of trust within the psychological contract by providing detailed empirical data.

Psychological contracts represent unofficial or informal expectations that an individual holds, most commonly applied to an employer–employee relationship. Understanding psychological contracts helps explain the consequences of unmet expectations, including increased budgetary slack and reduced audit quality. This chapter reviews and synthesizes accounting behavioral research that discusses psychological contracts and that was published in academic and practitioner journals in the areas of financial accounting, management accounting, auditing, taxes, non-profit organizations, accounting education, and the accounting profession itself. Despite the prevalence of psychological contracts in the workplace and the applicability to behavioral research, accounting literature remains limited regarding applications of psychological contracts. This chapter aggregates research across all areas of accounting to provide suggestions for use of psychological contracts in future research and thus create a connected research stream.

Debates regarding climate change risk perception (CCRP), particularly its scale and impact on social and environmental sustainability, have continued for decades. CCRP is experiencing a renaissance with an increased focus on environmentally relevant behaviors to mitigate the effects of climate change. However, CCRP lacks investigation from the employee perspective. Supported by the social exchange and value–belief–norm theories, this study aims to address the impact of employees’ CCRP on their proenvironmental behavior (PEB) via the moderating roles of environmental values and psychological contract breach.

The nonprobability convenience sampling technique was used to collect survey data from a sample of 299 employees across 138 manufacturing firms in Pakistan.

The results show that employees’ CCRP positively impacts their PEB and that this relationship is moderated by their environmental values and psychological contract breach. Specifically, environmental values strengthen the CCRP–PEB relationship, while psychological contract breach weakens it.

The findings of the study emphasize useful guidance for managers and practitioners as a future avenue to restructure the climate change framework by emphasizing the conditions (i.e. environmental values and psychological contract breach). In doing so, the study is beneficial for managers and practitioners in helping to increase employees’ PEB through the development of climate change action plans.

To the best of the authors’ knowledge, this study is one of the first investigations into CCRP–employees’ PEB nexus in the developing country context. The study incorporates social exchange and value–belief–norm theory, which serve as the CCRP’s theoretical underpinnings. The findings advance the new knowledge about a firm’s social responsibility to achieve the sustainable development goals outlined in the UN’s 2030 Agenda.

Most research on employment relationship has been done on the Anglo‐Saxon context, the results of which may not be totally valid for India. The emerging employment relationship in India is best viewed through the lens of psychological contracts. Psychological contract has significant influence on valuable workplace outcomes. This paper seeks to propose a model for understanding employment relationship through the concept of psychological contracts.

With the help of published case studies in the Indian context and based on social exchange theory, this paper proposes a model wherein trust mediates the relationship between the perception of breach of the psychological contract and HR systems.

As more and more employees come under non‐unionized workforce, the non‐formal aspects of employment through the lens of psychological contracts becomes an important lever to manage employment relationships. The model presented in this paper suggests that depending on the HR system an organization adopts, the perception of breach of psychological contract gets affected. Based on the notion of consistency of HR practices, it is argued that HR systems across organizations form two archetypal extremes and each of these give rise to a different perception of breach of psychological contract.

As HR managers are faced with a range of choices in implementing HR systems, it becomes difficult to narrow down the available options. This study would provide some guidelines to do so, by highlighting the process through which HR systems impact the perception of breach of psychological contracts and the resulting employment relationship.

The aim of this study was to investigate the role of shared psychological contract beliefs between colleagues in a work team, in team in-role performance and extra-role behaviours.

Employees and team managers of 113 work teams answered questions about their working environment and relationships with experiences and perceptions. The data were used in CFA and structural modelling.

The results indicated that evaluations of co-worker psychological contracts in work teams are significantly associated with team in-role performance and extra-role behaviours through work engagement.

Employees with perceived contract fulfilment not only contribute more to their team but also change their expectations of what a team should offer. Managers should be informed that these new and enhanced expectations have repercussions for existing HRM practices.

Laulié and Tekleab (2016) have suggested that perceptions of psychological contract fulfilment shared by team members may act as a motivational driver for team performance, team attitudes and behaviours. This study is one of the first applications of this proposition in a mediation model and empirically tested for non-hierarchical co-worker relationships.