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Abstract
Key Takeaways
Literature Review
Method
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Results
Descriptive Findings
Hypothesis Testing
Discussion
Limitations and Future Research
Implications
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Sociology
Sociology of Work

Unintended consequences of job redesign

Profile image of rosalind barnettrosalind barnett

2004, Community, Work & Family

https://doi.org/10.1080/1366880042000245498
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Abstract

Psychological contract violations and turnover intentions among full-time and reduced-hours

Key takeaways
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  1. Psychological contract violations (PCVs) significantly influence turnover intentions among healthcare professionals, especially MDs and reduced-hours employees.
  2. The study evaluates the unintended consequences of job redesign in healthcare, particularly focusing on women's experiences with reduced hours.
  3. Reduced hours may not yield universally positive outcomes; instead, they can exacerbate PCVs and increase turnover intentions.
  4. MDs are more reactive to PCVs than LPNs, indicating the impact of professional status on job satisfaction and retention.
  5. Organizations need to reassess reduced-hour policies to mitigate PCVs and ensure effective career paths for part-time employees.

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This study examined survey data from full-time employees employed in a variety of occupations. We empirically examined how psychological involvement with one's job affects reactions to psychological contract violation. Data for control variables (i.e., age, gender, organizational tenure), the independent variable (i.e., psychological contract violation), and the moderator (i.e., job involvement) were taken at Time 1; and dependent variables (i.e., depressed mood at work, turnover intention) were taken at Time 2. Results illustrated that job involvement was an important construct in understanding individuals' negative reactions to psychological contract violations. Implications and limitations are discussed, and suggestions for future research are offered.j asp_626 1490..1514

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Psychological Contract Breach and Organizational Outcomes: Moderating Effect of Tenure
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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...

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Antecedents of Psychological Contract Breach: The Role of Job Demands, Job Resources, and Affect
Joeri Hofmans

PLOS ONE, 2016

While it has been shown that psychological contract breach leads to detrimental outcomes, relatively little is known about factors leading to perceptions of breach. We examine if job demands and resources predict breach perceptions. We argue that perceiving high demands elicits negative affect, while perceiving high resources stimulates positive affect. Positive and negative affect, in turn, influence the likelihood that psychological contract breaches are perceived. We conducted two experience sampling studies to test our hypotheses: the first using daily surveys in a sample of volunteers, the second using weekly surveys in samples of volunteers and paid employees. Our results confirm that job demands and resources are associated with negative and positive affect respectively. Mediation analyses revealed that people who experienced high job resources were less likely to report psychological contract breach, because they experienced high levels of positive affect. The mediating role of negative affect was more complex, as it increased the likelihood to perceive psychological contract breach, but only in the short-term.

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Impact of Psychological Contracts on Organizational Changes
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Organizational Reorganization (acquisitions, mergers, and downsizing) is almost certainly most universal strategic maneuvers in business. Given the critical significance of human being for their achievement, present research paid serious attention on two important issues. First to discover the special effects of organizational reorganizing (acquisitions, mergers, and downsizings) upon psychological contract and its breach of employees doing their job public as well as private sector of commercial banks working in Sukkur region and their effect on turnover intentions, second, to investigate the influence of Job satisfaction in association with the reorganization and psychological contracts and its breach. This was a cross-sectional research in which data of 330 employees (banks officials) were collected from public as well as private commercial banks working in Sukkur region through internet, express, and personal based investigation. Cronbach's alpha, Bartlett's test of sphericity and regression analysis were applied to test various hypothesis designed for present research study. Present research looks into the manner that organizational reorganization (acquisitions, mergers, and downsizing) has significant optimistic, pessimistic and equal impacts on psychological contract and its breach in response to that influences increases or job satisfactions decreases. Findings of this research are also highlighted that employees are satisfied but are more satisfied through the switching from one bank to another bank.

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This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae, and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand, or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material.

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This intra-individual study examined relationships over time of job demands and resources with employee perceptions of psychological contract breach and violation, or the emotional impact of breach. Based on Conservation of Resources Theory, we expected job demands to increase the susceptibility of experiencing contract breach and violation over time, and we expected this relationship to be moderated by available job resources. In particular, autonomy and social support were expected to buffer relationships of job demands with breach, while development was expected to intensify relationships between job demands and breach. For violation, we expected job resources to intensify the relationships between job demands and breach, in line with the betrayal hypothesis. Analyses on weekly diary data showed that weekly job demands were related to higher contract breach perceptions in the following week when autonomy and social support were low and when development was high. Moreover, weekly job demands were related to higher violation in the next week, especially when social support was high. The study shows that job demands may be related to higher odds of experiencing a breach and higher violation, and job resources may play opposite roles in moderating the relationships of job demands with breach and violation.

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Paillé, P., Raineri, N. & Valéau, P. (2016). The Effects of the Psychological Contract Among Professional Employees Working in Non-Professional Organizations. Industrial Relations, 71, 3, 521-543.
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This research investigates the relationships among psychological contract breach and violation, perceived organizational support, organizational commitment , professional commitment, and turnover intention. The goal was first to clarify how perceived organizational support and psychological contract (breach and violation) are related and, second, to examine the effect of this relation upon commitments and turnover intention. The research used a sample of professional employees working in non-professional organizations (N = 329). The findings show that perceived organizational support mediates the effect of the psychological contract upon commitments that in turn decrease the propensity for employees to leave the organization. The findings are discussed.

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Organizational Change Determinants and Employees Behavior: A Psychological Contract Perspective
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Deleterious Consequences of Change in Newcomers’ Employer-Based Psychological Contract Obligations
A. Tekleab

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