Psychological contract violation: impacts on job satisfaction and organizational commitment among Australian senior public servants
Knights, Janice Anna, and Kennedy, Barbara Jean (2005) Psychological contract violation: impacts on job satisfaction and organizational commitment among Australian senior public servants. Applied H.R.M. Research, 10 (2). pp. 57-72.
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In a world of ongoing organisational transformation, the psychological contract between the employer and the employee is open to violation. It is imperative that senior managers, as change agents, have a good understanding of the psychological contract and how it influences employee behaviour and attitudes towards their job and their organisation. This paper explains the concept of psychological contract violation and presents the results of a survey of executive management personnel from the Australian Public Sector. The results of the survey revealed a negative relationship between psychological contract violation and both job satisfaction (r = -.77) and organisational commitment (r = -.67). Recommendations are given on how an organisation can minimise perceptions of violation through human resource strategies, policies and procedures that foster open communication and are reflective of distributive, procedural and interactional justice.
|Item Type:||Article (Refereed Research - C1)|
|FoR Codes:||17 PSYCHOLOGY AND COGNITIVE SCIENCES > 1701 Psychology > 170107 Industrial and Organisational Psychology @ 100%|
|SEO Codes:||94 LAW, POLITICS AND COMMUNITY SERVICES > 9405 Work and Institutional Development > 940599 Work and Institutional Development not elsewhere classified @ 100%|
|Deposited On:||22 Dec 2009 11:51|
|Last Modified:||05 Jun 2013 15:40|
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