Purpose This study aims to examine the effect of psychological contract breach on organizational disidentification through the “affect-based” mediating mechanisms of trust and distrust. Design/methodology/approach Using a convenient sampling technique, cross-sectional data were collected from 281 doctors working in public sector health-care organizations in Pakistan. After initial data screening, a confirmatory factor analysis (CFA) was conducted to test the measurement models’ validity and reliability. The hypothesized relationships were tested using structural equation modeling (SEM) with AMOS. Findings The results of this study showed that psychological contract breach had significant direct and indirect positive effects through the mediating mechanism of distrust on organizational identification. However, trust was not supported as a mediator in that relationship. Research limitations/implications This study uses cross-sectional data. Other researchers should use longitudinal design with two or three time lags. This study uses a sample of doctors from different cities of Pakistan, as this is a global era, so results cannot be generalized; this opens the future avenue for other scholars to select a broad sample from multiple organizations like businesses and NGOs from different countries or to use it in different context. The authors have used single source (questionnaires) and quantitative method to collect data for this study, so there is a probability of self-report bias. As future is of mixed method, so future researchers should use mixed method for deep and thorough understanding of different selected phenomena. Practical implications Due to the experiences of breach of psychological contract, the doctors may either lose trust or may experience distrust which may further reduce their level of identification in an organization. Their contribution toward best interest of hospital decreases and their willingness to identify with their working place declines. Practically, the authors have compared that it is either the trust or distrust which can lead to organizational disidentification among doctors. Social implications The findings will help employers and hospital authorities to understand that doctors are the most important strategic element of every hospital. Having sound financial, physical and informational capital is incomplete and worthless if there is no “doctor”. Because they have to deal directly with patients, so in this case, they are most important and crucial. A doctor’s identification and their loyalty with high level of trust directly on employer and indirectly on hospital all contributes toward an organization’s long-term success, and ultimately for the success of society. Originality/value This study contributes to the existing literature on the consequences of employees’ psychological contract breach by simultaneously testing trust and distrust as the two competing affect-based mediating mechanisms between psychological contract breach and organizational disidentification.

This study investigates the moderating role of social support (i.e., supervisor, co-workers and the family) in the relationship between organizational injustice (i.e., distributive and procedural) and work interference with family (WIF; i.e., strain and behaviour based). Quantitative data were collected from employees working in public sector health-care organizations of Pakistan through survey questionnaires ( N = 255). This study finds significant effects of distributive and procedural injustice in engendering the negative experiences of strain- and behaviour-based WIF, in the employees of health-care organizations. The moderating effect of co-worker and family support provided mixed results. The supervisory social support was not found as a moderator. Findings of this study suggest that health-care organizations should pay serious attention to the ineffective work family policies and procedure to develop a family-friendly work environment. The supervisors should be given a role in work family policies and procedure development. The mitigating effect of co-workers’ support showed that the employees should be provided with proper knowledge on the policies and procedures of their organizations. The support of family members can also be either benign or harmful.

Managing the work family conflict is essential to perform at work and home effectively. The individuals utilize lots of their efforts to ease the work family conflict (WFC). This research investigated the role of personal coping (PC) strategies and the social support (SS) an individual receives in decreasing the level of work family conflict (WFC). Survey method was used to collect the data from Pakistan. The results of this study revealed that PC and SS are negatively associated with WFC and SS was found as moderator in the relationship between PC and WFC. The negative relationship between the PC and WFC was stronger when SS was low as compared to when it was high, whereas the excessive use of resources (i.e., coping and social support) together increased the WFC. This research has contributed by determining the role of SS as moderator in relationship between PC and WFC. Implications of the study are discussed.

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This study integrated the person-job-fit theory to look into the association between polychronicity and employees’ performance mediated through employees’ engagement in education sector. By applying, random sampling, this study collected primary data from the teachers of Government colleges (N=187), through survey questionnaire. The results indicated the main effect of polychronicity and indirect effect through employee’s engagement on employees’ performance (in-role behaviour). Findings suggested a positive and significant relationship of Polychronicity with employees’ performance. The mediating role of employee’s engagement in the association between polychronicity and employees’ performance (in-role-behaviour) was also strongly supported by the results. Overall, this study contributed by established employees’ engagement as the missing link in the relationship between polychronicity and employees’ performance (in-role behaviour).