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- W76870963 abstract "Over the past two decades, psychological contract theory has received considerable research attention in the organizational sciences (Guest, 1998; Shore et al., 2004). This focus comes, in part, from the theoretical framework's capacity for enhancing the understanding of the employment relationship (Rousseau, 1989, 1995). Indeed, perceived and the of how these are exchanged for employee contributions affect an array of key relationships between employers and employees that include organizational commitment, organizational citizenship behaviors, job satisfaction, and job performance (Hecher and Grimmer, 2006). The practical impact of psychological contract theory becomes even more pointed when considering those situations where perceived contract are not met--in essence, where breaches occur. Although researchers have long argued that employers may routinely breach psychological contracts (Robinson and Rousseau, 1994; Coyle-Shapiro and Kessler, 2000), the recent surge of rolling layoffs, reductions in force, and dramatic restructurings enhance the likelihood that employees will perceive a psychological contract breach. Consequently, organizational responses to recent global economic turbulence have heightened interest in the dynamics of the psychological contract and the relationship impacts of psychological contract breaches. The negative impact of such breaches can be quite encompassing, and research has correlated breaches in psychological contract with a host of negative individual and organizational outcomes, ranging from fractured trust to diminished performance and actual turnover (Robinson, 1996; Lester et al., 2002; Johnson and O'Leary-Kelly, 2003). A stream of research has emerged that investigates possible moderators of the psychological contract breach-negative outcome relationship (Turnley and Feldman, 1998, 1999a). The current study extends this stream of research by investigating the moderating effects of multiple support mechanisms. Specifically, this study hypothesizes that high levels of perceived supervisory loyalty and emotional family support will mitigate the effects of psychological contract breach on turnover intentions. The current study adds a unique perspective to the literature on psychological contracts in that it explores additional potential moderators of the psychological contract breach-turnover relationship, as well as the interactive effect of multiple moderators. PSYCHOLOGICAL CONTRACTS Based on social exchange theory (Blau, 1964), psychological contracts may be defined as beliefs the terms and conditions of a reciprocal exchange agreement between the focal person and another (Rousseau, 1989: 123). In essence, a psychological contract exists when an employee perceives that his or her contributions to the organization create an obligation to which the organization should reciprocate (Rousseau, 1989, 1995; Shore and Tetrick, 1994; Guest, 1998). Rousseau and Tijoriwala (1998: 679) offer a further conceptual refinement, arguing that the contract involves a perception that a promise has been made. Robinson (1996) notes that this notion of promised obligations is a unique feature of the psychological contract and accordingly, is a distinguishing feature of the construct. The themes of promises, reciprocal (an exchange of obligations), and subjectivity underscore the relational complexity of the psychological contract (Rousseau, 2001). Although not generally discussed nor formally agreed upon, the psychological contract does create, in the employees' mind, a set of expectations regarding how the organization should act and what the organization should do (Rousseau, 1989). Psychological Contract Breach Perhaps of more contemporary relevance than the psychological contract is the concept of psychological contract breach. Psychological contract breach occurs when one party (employee) perceives that another party (organization) has failed to fulfill its promises or (Robinson and Rousseau, 1994). …" @default.
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- W76870963 date "2011-06-22" @default.
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- W76870963 title "The Interactive Effects Of Emotional Family Support And Perceived Supervisor Loyalty On The Psychological Contract Breach -- Turnover Relationship" @default.
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