If You Wrong Us, Shall We Not Revenge? Moderating Roles of Self-Control and Perceived Aggressive Work Culture in Predicting Responses to Psychological Contract Breach

Abstract

Journal of Management / Month XXXX found that at high levels of perceived aggressive work culture, the conditional indirect effects of psychological contract violation in predicting workplace deviance via revenge cognitions were statistically significant for those employees with low as opposed to high self-control. These results were replicated in Sample 2 using an independent sample of 168 hospitality workers in a different cultural context. Overall, the results suggest that self-control and perceived aggressive culture, taken together, influence the enactment of deviant acts. Implications for research and practice are discussed.

Psychological contract breach, high-performance work system and engagement: the mediated effect of person-organization fit

“…Numerous studies have demonstrated that not all responses to PCB are the same (Dulac et al, 2008;Ng et al, 2014), and the extent to which employees feel PCB is likely to be influenced by organizational and individual factors (Restubog et al, 2015). But the current research has not yet paid enough attention to the effects of organizational factors on the relationship between PCB and employees' reaction to it (Wang & Hsieh, 2014).…”

“…To minimize the negative effect of PCB, managers should pay more attention to understanding the organizational factors and individual characteristics that influence the employees' reaction to PCB (Restubog, Zagenczyk, Bordia, Bordia, & Chapman, 2015). At present, a considerable research has demonstrated that individuals may react differently to PCB, which might depend on individual characteristics, such as hostile attributional style (Chiu & Peng, 2008).…”

“…At present, a considerable research has demonstrated that individuals may react differently to PCB, which might depend on individual characteristics, such as hostile attributional style (Chiu & Peng, 2008). However, little attention has been paid to the organizational factors (Restubog et al, 2015), which play a crucial role in shaping and influencing employees' reaction to PCB. Human resource management (HRM) is one of the main factors influencing employment relationships at the organizational level (Raeder, Knorr, & Hilb, 2012;Suazo, Martínez, & Sandoval, 2009).…”

The Moderating Effect of Psychological Contract Violation on the Relationship between Narcissism and Outcomes: An Application of Trait Activation Theory

“…We adopt the reasoning of Bordia et al (2008), who suggest that psychological contract breach is an event that causes employees to experience an affective response (violation) that influences behavior and attitudes. In support of this view, Bordia et al (2008) and Restubog et al (2015) demonstrated a chain of events leading to workplace deviance: breach leads to violation, violation predicts revenge cognitions, and revenge cognitions predict deviant behavior. A number of other studies have shown that psychological contract violation mediates the relationship between psychological contract breach and outcomes (e.g., Turnley and Feldman, 1999; Kickul and Lester, 2001; Raja et al, 2004).…”

Effect of employee incivility on customer retaliation through psychological contract breach: The moderating role of moral identity

“…One's belief about another person's failure in fulfilling his/her obligations is termed psychological contract breach (Morrison and Robinson, 1997). The concept of psychological contract breach has been widely adopted for investigating employer-employee relationships (e.g., Deery et al, 2006;Lub et al, 2012;Restubog et al, 2012), because it is an essential factor in shaping employees' attitudes and behaviors (Aselage and Eisenberger, 2003). In the context of employee-customer relationship, customers possess certain expectations on the service delivery from service employees (Ariffin and Maghzi, 2012;Limpanitgul et al, 2013;Prayag and Ryan, 2012).…”