Impact of Psychological Contract Breach and Psychological Contract Fulfillment on Employees’ Intention to Quit In Telecom Sector of Pakistan (original) (raw)
Related papers
Psychological Contract Breach and Turnover Intention: The Intermediary Role of Job Satisfaction
Open Journal of Business and Management, 2015
Compared with previous studies, this article, from a dynamic perspective, considers the graduates' expectations for corporate responsibility (CR) and employee responsibility (ER) as virtual psychological contract (PC), and deems the differences between responsibility expectation (RE) and responsibility fulfillment (RF) as psychological contract breach (PCB), for exploring empirically the differences in graduates' perception about PC before and after entering into the workplace, and discussing thoroughly the influence path that PCB acts on job satisfaction (JS) and turnover intention (TI). The results manifest that there are some prominent discrepancies in the cognition about PC, which maybe directly induce graduates' quit. In addition, under the intermediary role of JS, various dimensions of PCB have totally different impacts on TI.
2018
This study mainly focuses on the impact of psychological contract breach on job outcomes including job satisfaction, intention to remain with one’s organization, perceived organizational support, and organizational citizenship behaviors of the employees working in the Indian private sector companies of Lucknow region. The motivational thought behind the study is to gain knowledge about the topic and understand the concept of psychological contract from employees perspective in order to reduce the phenomena of frequent employee switch over in private sector companies of North India (specifically in lucknow region). The total of 58 employees participated in this study. Results showed that the breach of one’s psychological contract had a significant effect on one’s job satisfaction, intention to remain, and perceived organizational support. If the factors responsible for the breach of psychological contract is dealt in a meaningful manner than it leads higher job satisfaction within th...
International Journal of Academic Research in Accounting, Finance and Management Sciences, 2020
Psychological contract breach (PCB), which is an unwritten expectations-based contract between an employee and an employer, leads to negative attitudes and behaviours. PCB may be avoided by a number of ways. This paper argues that perceived organisational support (POS) may be used to mitigate the negative effects of PCB towards turnover intention (TI), job dissatisfaction (JS) and counterproductive work behaviours (CWB). This study proposes that PCB may be investigated using different samples so that results may be compared within and outside Pakistan. This paper is also presented as a proposed conceptual framework for future research based on theoretical triangulation from previous seminal studies in the international, the Asian and the Pakistani context.
Psychological contract breach and outcomes: Combining meta-analysis and structural equation models
Psicothema, 2008
In this study, meta-analytic procedures were used to examine the relationships between psychological contract perceived breach and certain outcome variables, such as organizational commitment, job satisfaction and organizational citizenship behaviours (OCB). Our review of the literature generated 41 independent samples in which perceived breach was used as a predictor of these personal and organizational outcomes. A medium effect size (ES) for desirable outcomes (job satisfaction, organizational commitment, organizational trust, OCB and performance) was obtained (r=-.35). For undesirable outcomes (neglect in role duties and intention to leave), ES were also medium (r=.31). When comparing attitudinal (job satisfaction, organizational commitment, organizational trust) and behavioural outcomes (OCB, neglect in role duties and performance), a stronger ES was found for attitudinal (r=-.24) than for behavioural outcomes (r=-.11). Potential moderator variables were examined, and it was fou...
International Journal of Academic Research in Business and Social Sciences, 2020
This paper investigated the relationship between psychological contract breach (PCB) and job satisfaction (JS) having perceived organisational support (POS) as a moderator. This study employed social exchange theory and organisational support theory to examine PCB, JS and POS relationship. Date collection was made with the help of a self-administered questionnaire from five public sector universities across Pakistan. A sample of 1230 was used for this research study. About 739 valid respondents participated in this research. Structural equation modelling and IBM AMOS was used to carry out analysis. Results showed that PCB led to job dissatisfaction; however, POS did not moderate this relationship. Limitation of this research was its being cross-sectional. A longitudinal study is proposed. Researchers, practitioners are urged to understand PCB, JS and POS relationship in order to have a good employee-employer relationship much needed for the high performance work systems (HPWS).
The everyday situations of business life and the experiences of the employees reflect in their attitudes and behaviours and create a base for the new studies. In particular, the psychological effects of the situations that emerge after the employees had signed the contract and started to work for a firm can cause them to lose their trust in the organisation and lead them to search for new job opportunities. Furthermore, the psychological effects can also negatively affect the operation of the organisations. Because, one of the main objectives of businesses is to achieve sustainability and it depends on the performances of the employees, as well as the profit to be used in productive investments. If the businesses have constant high employee turnover, it will not be possible to ensure efficient employee performance. It takes at least one year for a new employee to learn the job and specialize in the business. Therefore, high annual employee turnover indicates that organizational trust was not established and the psychological effects of the employee's experiences rapidly increase the level of employees' intention to leave. At the same time, if the qualified and specialized staff, who have been working for the organisation for many years, experience psychological violations and leave the organisation, this can cause significant loss of power and also loss of the investment in the development of the employees. In the increasingly competitive environment, the businesses should keep the employee turnover at minimum level and attract the talented employees in order to reach their long-term objectives. In the study, a survey was conducted on the white collar employees using 5-point Likert scale and the hypotheses were developed about the effects of psychological contract violations on the organizational trust and intention to leave and the data were analysed using SPSS 23 statistical program.
Journal of human resource and sustainability studies, 2021
The study examined the influence that the psychological contract has on the job satisfaction and dissatisfaction of employees in the South African workplace. It also studied in detail, the effect that psychological contract breach and fulfilment have on the satisfaction of employees with regard to their work, fellow-employee, supervisor, and the as a whole organisation. The data for this study therefore, was collected through perusal of existing scientific articles/papers, published/unpublished dissertations and theses, text books and other relevant informative documents. This makes the study to be premised on theoretical and analytical methodology. This article therefore, reveals the destructive effects that psychological contract breach has on the operation of organisations in South Africa, which are also presented and discussed in detail. The article also reveals the costly effect that employees' job dissatisfaction has on organisations in terms of unplanned employee turnover. For the enhancement of psychological contract fulfilment, this article proposes strategies for organisations to adopt and implement, with an aim of improving employees' job satisfaction in the workplace and ultimately discouraging turover intentions among employees. This study therefore, plays a very important and significant role in terms of contributing to literature and better understanding of psychological contract in general, and the effects that psychological contract has on employees' job satisfaction and dissatisfaction in particular.
Psychological Contract Breach and Organizational Outcomes: Moderating Effect of Tenure
Asian Review of Social Sciences, 2019
Conventional wisdom tells us that only if the employees are paid enough, they can be made happy consequently productive. However, studies have suggested that the nature of the relations between employer and employee have a vital role to play in employee’s job satisfaction, Likewise, employee’s intention to leave the organization is influenced by both money related factors and relational elements. Studies suggest that the nature of the employer-employee relationship significantly affects the employee perceptions and reactions. Psychological Contract is a model which will help one to understand the employer-employee relationship. The mutual expectations and obligations proportionate to each one’s contribution is a general way to define psychological contract. Research suggests that a breach of this contract can affect the organizational outcomes and employee reactions negatively. This study considers the psychological contract breach from the employees’ perspective. Although studies h...
A Study Of Psychological Contract Violation, Organizational Trust, Intention To Leave Work
2017
The everyday situations of business life and the experiences of the employees reflect in their attitudes and behaviours and create a base for the new studies. In particular, the psychological effects of the situations that emerge after the employees had signed the contract and started to work for a firm can cause them to lose their trust in the organisation and lead them to search for new job opportunities. Furthermore, the psychological effects can also negatively affect the operation of the organisations. Because, one of the main objectives of businesses is to achieve sustainability and it depends on the performances of the employees, as well as the profit to be used in productive investments. At the same time, if the qualified and specialized staff, who have been working for the organisation for many years, experience psychological violations and leave the organisation, this can cause significant loss of power and also loss of the investment in the development of the employees. In the increasingly competitive environment, the businesses should keep the employee turnover at minimum level and attract the talented employees in order to reach their long-term objectives. In the study, a survey was conducted on the white collar employees using 5-point Likert scale and the hypotheses were developed about the effects of psychological contract violations on the organizational trust and intention to leave and the data were analysed using SPSS 23 statistical program.
Universal Journal of Management, 2020
This paper reports a quantitative study of psychological contract between employees and employers in the teleco mmunications industry in Hong Kong, and the relationships between the psychological contract, work behaviour and turnover intention. Previous research in the telecommun ications industry in Hong Kong has focused mainly on consumer protection and telecommunications market co mpetit ion, and research has seldom been done on the human resources issues in this industry. This research investigates the informal relationship between employees and employers in the telecommunications industry in Hong Kong. A quantitative research methodology was used in this research by surveying emp loyees. A total of 227 valid responses were received, and the data was analysed by Partial Least Squares Structural Equation Modelling (PLS-SEM). The results found that the psychological contract has a significant relat ionship with work behaviour and turnover intention. The psychological contract is a better means of exp laining turnover intention than work behaviour. Business managers can leverage this finding to develop better plans and approaches to deal with work behaviour and turnover intention issues. The outcomes also provide emp irical evidence to validate the psychological contract inventory developed by Rousseau [1]. This research contributes to the development of human resource theory and practice.