When Employees Feel Betrayed: A Model of How Psychological Contract Violation Develops

Morrison, Elizabeth Wolfe; Robinson, Sandra L.

doi:10.5465/amr.1997.9707180265

Cited by 1,880 publications

(2,288 citation statements)

References 42 publications

(69 reference statements)

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“…Consistent with this assertion, prior studies (Elangovan et al, 2007;Elangovan & Shapiro, 1998;Harmon et al, 2015;Morrison & Robinson, 1997) found that erosion of trust is stronger, when the trustor perceives that the undesirable episode stemmed from a trustee's conscious decision of refusing to meet trustor's expectations. When the trustor feels that the counterpart at least tries to do the right thing, but could not meet trustor's expectations, some credit can still be given to the offender and the fault may be seen as temporary and less likely to be repeated in the future.…”

Section: Hypothesissupporting

confidence: 65%

Economic Incentives or Communication: How Different Are their Effects on Trust

Iwai

Azevedo

2016

BAR, Braz. Adm. Rev.

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This study investigates the effects of economic incentives and communication on the cognitive and behavioral responses after an alleged trust violation. We argue that these responses depend on the type of solution used to foster cooperation between agents. On the cognitive level, we compare the effects that structural (economic incentives) and motivational (communication) solutions exert on trusting beliefs and trusting intentions after an adverse event. On the behavioral level, we compare these effects on the willingness to bear risk. Our experiment shows that, after a negative event, relationships wherein communication is used to foster cooperation are associated to greater external causal attribution, greater perceived benevolence/integrity, and greater willingness to reconcile and to accept risks related to other's behavior. These findings suggest that relationships based on motivational solutions are more resilient to negative events than ones based on structural solutions.

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Section: Hypothesissupporting

confidence: 65%

Economic Incentives or Communication: How Different Are their Effects on Trust

Iwai

Azevedo

2016

BAR, Braz. Adm. Rev.

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“…A number of research studies (e.g. Huang and Hsiao, 2007;Mathieu and Zajac, 1990;Morrison and Robinson, 1997;Rayton, 2006;Yousef, 2002) have shown that job satisfaction provided a positive direct influence on organizational commitment. However, the survey results in this study have shown that job satisfaction has a mediating influence on the relationship between work group identification and the two forms of organization commitment.…”

Section: Discussion Of Research Findingsmentioning

confidence: 99%

“…Many studies in various contexts have shown a positive relationship between job satisfaction and commitment (Huang and Hsiao, 2007;Martin and Roodt, 2008;Mathieu and Zajac, 1990;Meyer et al 2002;Morrison and Robinson, 1997;Rayton, 2006;Yousef, 2002). In addition, some researchers found that job satisfaction is important in understanding the influence of a number of variables on organisational commitment.…”

Section: Job Satisfactionmentioning

confidence: 99%

The Mediation Influence of Job Satisfaction on Organisational Commitment amongst Quantity Surveyors

Chiu

2015

CEB

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Some researchers claimed that job satisfaction directly affected organisational commitment but others considered it had a mediation effect on the relationship between some independent variables and organisational commitment. Thus, this paper aimed to examine whether job satisfaction mediated the relationship between work group identification and the two forms of organisational commitment amongst quantity surveyors. A quantitative approach with questionnaire survey was employed for data collection. Questionnaires were sent to the chartered quantity surveyors and 71 valid responses were obtained for analysis. A bootstrapping approach was applied to the survey data to test the mediating effect of job satisfaction between work group identification and organisational commitment. The bootstrapping results supported most hypotheses. The findings suggested that surveying companies should focus their efforts on improving quantity surveyors’ job satisfaction through the organisation of social activities. Special measures should also be taken by the work group leaders to improve the working relationship among quantity surveyors to foster job satisfaction.Paper Type: Research article

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“…The violation of a psychological contract is an emotional experience of disappointment, frustration, anger and resentment that might emanate from the way the employee interprets and feels about the psychological contract breaches and their circumstances (Morrison & Robinson, 1997).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…The psychological contract is the set of beliefs about the reciprocal obligations between an individual and an organization (Morrison & Robinson, 1997). Even before joining an organization, a psychological contract begins to form, through pre-existing expectations about the organization.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Organizational Commitment, Psychological Contract Fulfillment and Job Performance: A Longitudinal Quanti-qualitative Study

Maia

Bastos

2015

BAR, Braz. Adm. Rev.

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The goals of this study are to contribute to the understanding of the development of organizational commitment and to explore the relations among psychological contract fulfillment, organizational commitment, and job performance. This paper reports the findings of a longitudinal quanti-qualitative study conducted with newcomers over three years. We identified four trajectories of commitment development: Learning to Love, High Match, Honeymoon Hangover and Learning to Hate. The last one is originally proposed in this study, and it is represented by individuals who began work highly committed to the organization, but then their commitment levels decreased dramatically over time. We discuss some characteristics associated with these trajectories. Our results corroborate the assumption that psychological contract fulfillment is positively related to commitment. Nevertheless, our findings about the relationship between commitment and job performance were different according to the trajectories. The trajectories Learning to Love and Learning to Hate support the assumption that higher commitment levels would lead to better performance, and vice versa; however, the trajectories High Match and Honeymoon Hangover contradict it. We offer and discuss some possible explanations for these findings.

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When Employees Feel Betrayed: A Model of How Psychological Contract Violation Develops

Cited by 1,880 publications

References 42 publications

Economic Incentives or Communication: How Different Are their Effects on Trust

Economic Incentives or Communication: How Different Are their Effects on Trust

The Mediation Influence of Job Satisfaction on Organisational Commitment amongst Quantity Surveyors

Organizational Commitment, Psychological Contract Fulfillment and Job Performance: A Longitudinal Quanti-qualitative Study

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