Violated contracts, inadequate career support, but still forgiveness: Key organizational factors that determine championing behaviors

Abstract

To establish how and when psychological contract violations steer employees away from championing behaviors, this study addresses the mediating role of beliefs about inadequate career support and the moderating role of forgiveness climates, as perceived by employees. Survey data from 208 employees of a retail organization, along with a simultaneous estimation of mediation and moderation effects (Process macro), reveal that a sense of organizational betrayal undermines efforts to mobilize support for innovative ideas, because employees critique employers for offering limited career support. Perceptions of an organizational climate that forgives mistakes mitigate this harmful process. For championing research, this study unpacks an unexplored link between psychological contract violations and championing efforts, influenced by career‐related adversity and organizational forgiveness. For practitioners, it pinpoints the danger that employees who feel betrayed might inadvertently make things more difficult, because they react with work‐related complacency. Organizations should create benevolent internal environments to diminish this danger.

Antecedents of Employee Wellbeing

“…Employees have more sensitivity to negative events than positive, therefore negative work atmosphere has higher impact on individuals' behaviors (Tekleab et al, 2020). Non fulfillment of psychological contracts makes it hard to cope with well-being behaviors (De Clercq & Pereira, 2023). Workplace spirituality, mindfulness and self-compassion are antecedents of employees well-being (Sulphey, 2023).…”

Family‐supportive supervisor behaviours: The role of relational resources in work and home domains

“…This goal leads to an important contribution of this paper in that we aim to reveal the possibility of FSSBs preventing employee production deviance and contributing positively to their work and family outcomes. Our study contributes to the ongoing debates regarding support from the organization to the employee (Al Kerdawy, 2019;Ballesteros Leiva et al, 2018;Cirella, 2021;De Clercq & Pereira, 2023), work-family interface (De Clercq & Pereira, 2022;Magrizos et al, 2022) and workplace deviance (Mostafa et al, 2022). The conceptual models are depicted, for Study 1 in Figure 1 and for Study 2 in Figure 3.…”