Th-SYM-637-2 - Trajectories Of Psychological Contract Breach Following Major Organizational Change And Their Effects On Outcomes

Track:
Psychological Contracts
What:
Symposium
When:
Thursday May 18   04:15 PM to 05:15 PM (1 hour)
Where:
H1.51
Discussion:
0
 
 
Employment relations
Psychological contracts
Th-SYM-637-2
Trajectories of psychological contract breach following major organizational change and their effects on outcomes
 
N. Conway 1,*, T. Kiefer 2, R. Briner 3, J. Hartley 4
1Royal Holloway University of London, London, 2University of Warwick, Warwick, 3Queen Mary, University of London, London, 4Open University Business School, Milton Keynes, United Kingdom
 
Main Abstract Content: We examine UK public sector employees’ psychological contract perceptions, attitudes and behaviour following major budget cuts to the public sector as a result of the global financial crisis in 2010, initiating wide-spread and far-reaching organizational change across the sector. Our purpose is to examine psychological contract trajectories following the organizational changes (linear, U-shaped) and how trajectories associate with outcomes following psychological contract breach. We hypothesize that certain outcomes are more labile and more likely to associate with breach trajectories (i.e, affect, trust) than others (i.e., organizational commitment, OCBs). We also hypothesize factors that aid recovery from breach (e.g., communication).
A longitudinal three time-point survey of 200 employees across the UK public sector. The data were collected over an eighteen-month period 2010-11.
Descriptive analyses indicate the psychological contract breach trajectory was an inverted U-shape, rising after the announced change and falling back somewhat over time. Preliminary analysis support hypotheses, showing stronger associations between breach and wellbeing and trust, compared with organizational commitment and behaviour. Data will next be analysed using latent growth modelling.
All data were self-reported. The response rate for employees reporting all three times points was 14% (not untypical for such repeat measure surveys). Employees appear to absorb and recover from major psychological contract breach.
Very rarely has research considered psychological contract trajectories and their effects over time. The data is further unique in considering trajectories following a collectively experienced major change event around which we may expect a trajectory.
 
 
 
 
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