影响心理契约对组织公民行为的突破口从集团价值模式的启示外文翻译Word下载.docx

影响心理契约对组织公民行为的突破口从集团价值模式的启示外文翻译Word下载.docx

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Restubog,SimonLloydD.Hornsey,MatthewJ.Bordia,Prashant.Esposo,SarahR.

Psychologicalcontractbreachtakesplacewhenemployeesperceivethattheirorganizationhasfailedtodeliversatisfactorilyonitspromises（Rousseau,1995）.Thebeliefthatapromiseorfutureobligationexistsisbasedexclusivelyontheemployee’sownperception.Suchabeliefmaybeintentionallyorunintentionallyconveyedviarecruitmentinterviews,performanceappraisals,writtenpersonnelpolicies,ororganizationalpractices（Deeryetal.,2006）.Breach,whichisacognitiveassessmentinvolvingthediscrepancybetweenwhathasbeenpromisedandwhathasbeendelivered,isempiricallyandtheoreticallydistinctfromcontractviolationwhichreferstoanemotionalresponsearisingfromperceivedcontractualtransgression（Bordiaetal.,inpress;

RobinsonandMorrison,2000）.

Unsurprisingly,psychologicalcontractbreachhasnegativeconsequencesfororganizationsandemployees（Bordiaetal.,inpress;

Coyle-ShapiroandKessler,2000;

KickulandLester,2001;

Restubogetal.,2007;

RobinsonandRousseau,1994;

TurnleyandFeldman,2000;

Zagenczyketal.,inpress;

Zhaoetal.,2007）.Onewell-documentedconsequenceofpsychologicalcontractbreachisthatemployeesarelesswillingtoengageinorganizationalcitizenshipbehaviors（OCBs）（RestubogandBordia,2006;

Restubogetal.,2006,2007;

Robinson,1996;

RobinsonandMorrison,1995;

Turnleyetal.,2003）.Traditionally,thenegativeramificationsofpsychologicalcontractbreachhavebeenexplainedusingtheframeworkofsocialexchangetheory（Coyle-ShapiroandConway,2004）,partofBlau’s（1964）largerexchangetheory.Accordingtothisperspective,employeesarelargelydrivenbyinstrumentalconsiderationsassociatedwith‘giveandtake’betweentheindividualandthegroup.UpholdingcontractswillincreaseOCBsfortworeasons:

（1）becausetheemployeefeelscompelledtoreciprocatethepositivebehavioroftheorganization;

and

（2）becausebyengaginginpositivebehaviortheemployeeismaximizinghisorherchanceofbeingtreatedwellbytheorganizationinthefuture.

Accordingtosocialexchangetheory,aprecursorforthedevelopmentofpositiveemploymentrelationshipsisthatpartiesabidebycertainrulesofexchange（Blau,1964）.Thecontentoftheexchangeprocesscanbepurelyeconomic（e.g.money,goodsandservices）ormoresocialinnature（e.g.information,adviceandpositiveregard）.Ifemployeesfeelasthoughtheiroutcomesarelessthantheywerepromised（orthattheyaregivingmorethantheyaregettingfromtheorganization）,theywillrestoreequitybyengaginginnegative,withdrawnand/orcounterproductivebehaviors.

Weviewthegroupvaluemodelnotasacompetingtheoryto‘replace’socialexchangetheory,butasacomplementarytheorythataddsbreadthtoourunderstandingofpsychologicalcontractbreach.Althoughsocialexchangetheorymaybesufficienttoexplainresponsestocontractbreachinmanycontexts,wearguethatthefocusoninstrumentalityandself-interestimplicitwithinexchangetheoryhasdistractedattentionfromthesymbolicandrelationalconsequencesofpsychologicalcontractbreach.Thefindingsofthepresentstudysuggestanadditionalmeansoftheorizingthedamagingeffectsofpsychologicalcontractbreach,withaspecificfocusontheconsequencesofcontractbreachforunderstandingthequalityandstrengthoftherelationshipbetweentheindividualandtheorganization（identification）.Insodoing,we

（1）provideanempiricalandtheoreticalbridgebetweenthepsychologicalcontractliteratureandtheparallelliteratureonorganizationalidentification,and

（2）provideatheoreticalaccountforwhyrelationalandtransactionalcontractbreachesmighthavedifferenteffects.Inaddition,wehaveintegratedtherelationalconstructsoforganizationaltrustandorganizationalidentificationwithinabroaderframework.Thisworkhelpsopenupnewlinesofinquiryregardingtheconsequencesofcontractbeach,andatthesametimehasthepotentialtoenrichemployers’understandingsofhowtounderstand,anticipateanddefusethedeleteriousoutcomesassociatedwithperceptionsofcontractbreach.

Fromatheoreticalperspective,itmakessensetoarguethatthegroupvaluemodelwouldbeparticularlypredictivewhensymbolicconcernsabouttherelationshipbetweentheorganizationandtheindividualareheightened.Forexample,wepredicted（andfound）thatthevariablesassociatedwiththegroupvaluemodelweremoretightlylinkedtoOCBswhenthecontractbreachwasrelationalratherthanbeingtransactionalinnature.Butthereareothercircumstanceswhensymbolicconcernsmightbemorepronounced:

forexample,whenemployeeshaveacollectivistorientation;

whenlevelsofidentificationarehigh;

whenemployeesintendtostaywiththeorganizationinthelongterm;

and/orwhenemployeesarenewtotheorganizationandthebuildingblocksoftrustandmutualrespecthaveyettobeestablished.Thecorollaryofthisisthatthesocialexchangemodel–withitsfocusoninstrumentalityandself-interestconcerns–mightbemorepredictivewhenemployeeshaveanindividualistorientation;

whenlevelsofidentificationaremoderatetolow;

whenemployeesarenotintendingtostaywiththeorganizationinthelongterm;

and/orwhenemployeeshaveestablishedasecureplacewithintheorganizationovertime.Todate,however,thesepredictionsremainspeculation.Futureresearchisneededtosharpenourunderstanding（boththeoreticallyandempirically）oftheconditionsunderwhichthesocialexchangeandthegroupvaluemodelsmightbemoreorlessuseful.

TherearetwoassumedmechanismsforwhypsychologicalcontractbreachmightinfluenceOCBs.Oneexplanationisthatthereexistsauniversalnormofreciprocity,suchthathelpfulbehaviourisrepaidinkind（Gouldner,1960）.Iftheorganizationengagesinunsupportiveorunhelpfulways（e.g.bybreachingapsychologicalcontract）,thenemployeesarereleasedfromtheirfeltobligationtoengageinpositivebehaviorsuchasOCBs.Asecondexplanation–favoredbyBlau（1964）–isthatpeoplearemotivatedtoreciprocatehelpfulbehaviorbecausetodosofurtherstheirself-interest.Ifwerepaypositivebehaviorfromtheorganizationwithpositiveemployeebehavior（e.g.OCBs）,wemaximizeourchancesofreceivingfurtherpositivebehaviorinthefuture.Ifwefailtorepayabenefit,weriskviolatingthecycleofpositivity,meaningthatwelowerourchancesofreceivingfurtherpositivebehaviorinthefuture.BothexplanationssuggestasomewhatimmediateandproximalrelationshipbetweencontractbreachandOCBs,andforthisreasonresearchershaveoftenbeencontenttoidentifyadirectrelationshipbetweenthetwo,withoutexaminingmediatingmechanisms.

Others,however,havearguedthattrustisacriticalingredientinexchangerelation-ships（LoandAryee,2003;

Rousseauetal.,1998）.Trustisconceptualizedasa‘psychologicalstatecomprisingtheintentiontoacceptvulnerabilitybaseduponpositiveexpectationsoftheintentionsorbehaviorofanother’（Rousseauetal,1998,p.395）.Theself-interestmotiveforengaginginpositiveemployeebehaviorsrestsontheassumptionthattheorganizationisjustandhasbenevolentintentions.Onlywhenthistrustexistscanemployeesconfidentlyexpectthattheirextra-rolebehaviorwillbereciprocated.Non-fulfilmentofperceivedobligationsdiminishestrustbycompromisingthevaluesofintegrityandbenevolencewhichareimportantbuildingblocksoftrust（Mayeretal.,1995）.Indeed,previousresearchhasfoundthatemployeereportsofbreachresultedinalossoftrustintheorganization,andthiserosionoftrustexplainedthereductioninemployeecontributionstotheorganization（Robinson,1996）.Alongsimilarlines,thereisevidencetosuggestthattrustmediatestherelationshipbetweenbreachandemployeeattitudes（e.g.turnoverintentions）andbehaviors（e.g.OCBs,performance）（LoandAryee,2003;

Robinson,1996）

Themeasurementofpsychologicalcontractbreachalsodeservesreflection.Psychologicalcontractbreachhasbeenmeasured/operationalzedinanumberofways（KickulandLester,2001;

RousseauandTijoriwala,1998;

Zhaoetal.,2007）

（1）compositeorfacet-basedmeasureofbreach（i.e.fulfillmentofvariouscontentitems）;

（2）globalassessmentofbreach（i.e.overallassessmentofemployees’subjectiveperceptionofhowwelltheorganizationhasadequatelyfulfilleditspromisedobligations）;

（3）weightedmeasureofbreach（i.e.usescontentitemsmultipliedbytheextentofimportanceaccordedtoeachcontentitem）;

and（4）composite-evaluativemeasure（i.e.specifyingwhichobligationshavebeenpromisedexplicitlyorimplicitlyandassessingtheextenttowhichtheorganizationhasadequatelyfulfilledthespecifiedpromises）.Weusedthefirsttwoapproaches（global-basedapproachinStudy1,andfacet-basedapproachinStudies2and3）inassessingwhethertheorganizationhasfulfilleditspromisedobligations.Althoughagreatdealofresearchhasutilizedthecompositemeasureofbreach（e.g.RestbogandBordia,2006;

RobinsonandMorrison,1995）,aproblemassociatedwiththisapproachisthatthereisnoclearindicationoftheextenttowhichanobligationwasactuallyperceivedorpromised（Coyle-ShapiroandKessler,2000）.Thus,futureresearchshouldconsidercombiningthefirstandfourthapproachestoaccuratelycaptureperceptionsof（un）fulfilledpromises.

Previousresearchhasestablishedthatpsychologicalcontractbreachescan