Does Psychological Contract Breach Decrease Proactive Behaviors? The Moderating Effect of Emotion Regulation

Bal, P. Matthijs; Chiaburu, Dan S.; Diaz, Ismael

doi:10.1177/1059601111423532

Cited by 51 publications

(50 citation statements)

References 95 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Prior socialization and, in particular, work experiences may also shape preconceptions of the employment relationship. Previous experiences of psychological breaches, for instance, increase the risk that an individual will experience breaches again, maybe because of an increased reluctance to commit to and to feel highly obligated in an employment relationship (Robinson & Morrison, ) or because of emotion regulation strategies that increase awareness of employer actions (Bal, Chiaburu, & Diaz, ). Finally, pre‐entry organizational factors, such as recruitment communications and assessment processes, may also send signals regarding the expectations and obligations of the vacant organizational role.…”

Section: Discussionmentioning

confidence: 99%

A new look at the psychological contract during organizational socialization: The role of newcomers' obligations at entry

2015

View full text Add to dashboard Cite

SummaryPrevious studies have demonstrated that the psychological contract is largely shaped during socialization. This study adopts a complementary perspective and analyzes how the psychological contract at the start of employment shapes the subsequent socialization process. Drawing upon social exchange theory, we propose that newcomers with a higher sense of their personal obligations at entry will perceive orientation training as more useful and develop better relationships with their supervisors and peers, which in turn will facilitate their work adjustment. Results of a longitudinal survey on a sample of 144 recruits from a European Army show that newcomers with a higher initial sense of their employee obligations toward their employer report higher perceived training utility, higher leader-member exchange (LMX) with their instructors, and higher team-member exchange (TMX) with their platoon peers. Moreover, perceived training utility and LMX predict the fulfillment of employers' obligations; and training utility predicts the level of newcomers' employee obligations. Finally, training utility, LMX, and TMX predict some of three indicators of newcomers' adjustment, namely, role clarity (training utility and LMX), group integration (TMX), and organizational values understanding (training utility). These results highlight how newcomers' obligations at the start of employment contribute to the social exchange dynamic underlying organizational socialization. Copyright © 2015 John Wiley & Sons, Ltd.Keywords: organizational socialization; psychological contract; leader-member exchange; team-member exchange; trainingThe first few months in a new organizational environment constitutes a critical period both for the employer and for the newcomer (De Vos & Freese, 2011;Thomas & Anderson, 1998). Through socialization processes, the newcomer learns the ropes of his or her new role and becomes an effective member of the organization. In particular, this period is considered to be crucial in shaping and stabilizing the psychological contract, defined as the individual's perception of the reciprocal obligations which underlie the exchange relationship between the employee and the employer (Rousseau, 1990). To date, research on the psychological contract during the socialization process has mainly documented the newcomer's unfavorable reactions to the employer's failure to fulfill perceived obligations (Dulac, Coyle-Shapiro, Henderson, & Wayne, 2008;Lapointe, Vandenberghe, & Boudrias, 2013;Robinson, Kraatz, & Rousseau, 1994;Tekleab, Orvis, & Taylor, 2013).Researchers have also analyzed how psychological contracts develop during socialization either as a result of active information-seeking behaviors and knowledge acquisition by the newcomer or in response to perceived employer inducements and employee contributions (De Vos, Buyens, & Schalk, 2003;De Vos & Freese, 2011;Thomas & Anderson, 1998 Research ArticleInstead of considering the psychological contract as a result of the socialization process, Payne, Culbertson, Boswell,...

show abstract

Section: Discussionmentioning

confidence: 99%

A new look at the psychological contract during organizational socialization: The role of newcomers' obligations at entry

2015

View full text Add to dashboard Cite

show abstract

“…Managing and delivering on the expectations of employees is one means of avoiding reductions in satisfaction and work engagement associated with PCB, but when PCs are breached organizations need to manage the implications for the job satisfaction and subsequent work engagement of employees lest employees reduce behaviors such as knowledge sharing, using initiative, etc. (Bal, Chiaburu and Diaz 2011). This may suggest approaches that limit the dissatisfaction associated with PCB, perhaps including effective communication of the reasons surrounding the breach, particularly where those reasons lie beyond the control of the organization.…”

Section: Implications and Conclusionmentioning

confidence: 99%

Work engagement, psychological contract breach and job satisfaction

Rayton

Yalabik

2014

The International Journal of Human Resource Management

242

198

View full text Add to dashboard Cite

This study extends both Social Exchange Theory and the Job-Demands Resources model by examining the link between psychological contract breach (PCB) and work engagement, and by integrating job satisfaction into this exchange relationship. We argue that PCB reflects employees' feelings of resource loss, and that these feelings impact work engagement through their impact on job satisfaction. Levels of employee work engagement can therefore be viewed as reciprocation for the exchange content provided by employers. We conduct structural equation modeling on longitudinal survey data from 191 employees, and our results suggest that the negative effect of psychological contract breach on work engagement is mediated by job satisfaction. Employee engagement is a growing academic research area with particular resonance for practitioners and governments (e.g. MacLeod and Clarke 2009; Rayton, Dodge and D'Analeze 2012). However, engagement has relatively recently become the subject of study as a distinct construct in the academic literature, and the antecedents and consequences of engagement are not yet sufficiently developed either theoretically or empirically (Robinson, Perryman and Hayday 2004; Torraco 2005; Smith 2006; Macey and Schneider 2008). Understanding the antecedents and consequences of employee engagement is important for organizations because a disengaged workforce is costly (e.g. Fleming, Coffman, and Harter 2005; MacLeod and Clarke 2009; Rayton et al. 2012). The combination of the popularity and importance of engagement with the current lack of academic understanding creates a need for clarification of the factors that drive employee engagement (Robinson et al. 2004; Saks 2006; Bakker and Schaufeli 2008; Macey and Schneider 2008).Our study contributes to the on-going debate about the drivers of employee engagement in organizations through examination of an exchange relationship in the specialist lending division of a UK bank. We make two specific contributions. First, this is the first study to examine the impact of feelings of resource loss, i.e. psychological contract breach (PCB), on work engagement. Second, we propose and test the hypothesis that job satisfaction mediates the relationship between PCB and work engagement. By analyzing the links between PCB, job satisfaction and work engagement, our study extends both Social Exchange Theory (SET) and the Job Demands-Resources (JD-R) model. PCB is one of the central concepts of SET (Conway and Briner 2005). Zhao, Wayne, Glibkowski, and Bravo (2007, p.649) defines breach as "the cognitive evaluation that one's

show abstract

“…Recently, Epitropaki (2013) investigated the interrelationship between psychological contract breach and organizational identification by considering procedural justice as a contextual variable. The psychological contract breach and psychological contract fulfillment are two conceptually different variables on a fulfillment-breach continuum (Bal, Chiaburu, & Diaz, 2011;Conway, Guest, & Trenberth, 2011); yet, psychological contract breach has different effects on employee outcomes as compared to psychological contract fulfillment (Conway et al, 2011). Previous research has shown various positive outcomes of psychological contract fulfillment, like affective commitment and in-role and extra-role performance (Chen, Tsui, & Zhong, 2008;Coyle-Shapiro & Kessler, 2002;Robinson et al, 1994;Zhao, Wayne, Glibkowski, & Bravo, 2007).…”

mentioning

confidence: 99%

When and which employees feel obliged: A personality perspective of how organizational identification develops

Asadullah

Akram

Hameed

et al. 2017

Revista de Psicología del Trabajo y de las Organizaciones

View full text Add to dashboard Cite

a b s t r a c tThis paper examines the indirect effect of interpersonal and informational justice on organizational identification through psychological contract fulfillment across different levels of equity sensitivity. The data were collected using self-reported measures from 656 permanent employees working in five commercial banks in Pakistan. The statistical results of the study confirmed that the indirect effect of interpersonal and informational justice on organizational identification through psychological contract fulfillment is significant. However, the statistical results of the study also demonstrated that the indirect effect of interpersonal and informational justice does not differ across different levels of equity sensitivity. This study offers some implications for managers to maintain an effective employment relationship with the employees inside the organizations.Palabras clave: Sensibilidad a la equidad Justicia interpersonal Justicia informativa Cumplimiento del contrato psicológico Identificación con la organización r e s u m e n Este artículo analiza el efecto indirecto de la justicia interpersonal e informativa en la identificación con la organización a través del cumplimiento del contrato psicológico en los diferentes niveles de sensibilidad a la equidad. Por medio de medidas de autoinforme se recogieron datos de 656 empleados fijos de cinco bancos comerciales de Paquistán. Los resultados estadísticos del estudio confirman que es significativo el efecto indirecto de la justicia interpersonal e informativa en la identificación con la organización a través del cumplimiento del contrato psicológico. No obstante, dichos resultados demuestran también que el efecto indirecto de la justicia interpersonal e informativa no es distinto en los distintos niveles de sensibilidad a la equidad. El estudio propone algunas implicaciones para que los directivos mantengan una relación eficaz de empleo con los empleados en el seno de las organizaciones.

show abstract

Does Psychological Contract Breach Decrease Proactive Behaviors? The Moderating Effect of Emotion Regulation

Cited by 51 publications

References 95 publications

A new look at the psychological contract during organizational socialization: The role of newcomers' obligations at entry

A new look at the psychological contract during organizational socialization: The role of newcomers' obligations at entry

Work engagement, psychological contract breach and job satisfaction

When and which employees feel obliged: A personality perspective of how organizational identification develops

Contact Info

Product

Resources

About