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  • Psychological Contract Violation

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    Muhib Ullah
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    This document discusses psychological contracts between employees and employers. It defines psychological contracts as individual beliefs and perceptions of trust between an employee and employer. It notes that violations of these psychological contracts, such as unmet promises or a sense of betrayal, can lead to lower job satisfaction, commitment, and performance as well as higher intentions to leave the organization. The document provides statistics on common causes of psychological contract violations and responses employees have after a violation, such as exiting the organization or remaining with voice/complaint or loyalty. It concludes with strategies for managing psychological contracts to prevent violations.

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    This document discusses psychological contracts between employees and employers. It defines psychological contracts as individual beliefs and perceptions of trust between an employee and employer. It notes that violations of these psychological contracts, such as unmet promises or a sense of betrayal, can lead to lower job satisfaction, commitment, and performance as well as higher intentions to leave the organization. The document provides statistics on common causes of psychological contract violations and responses employees have after a violation, such as exiting the organization or remaining with voice/complaint or loyalty. It concludes with strategies for managing psychological contracts to prevent violations.

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    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    11 views18 pages

    Psychological Contract Violation

    Uploaded by

    Muhib Ullah
    This document discusses psychological contracts between employees and employers. It defines psychological contracts as individual beliefs and perceptions of trust between an employee and employer. It notes that violations of these psychological contracts, such as unmet promises or a sense of betrayal, can lead to lower job satisfaction, commitment, and performance as well as higher intentions to leave the organization. The document provides statistics on common causes of psychological contract violations and responses employees have after a violation, such as exiting the organization or remaining with voice/complaint or loyalty. It concludes with strategies for managing psychological contracts to prevent violations.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    of 18

    Psychological contract violation

    Group members
    Mian Shawal
    Moosa Nazir
    Shahood Khan
    Subject: Organizational Behavior
    Section: B
    BBA, 4TH semester
    Introduction

    Psychological Contract

    • Individual beliefs
    • Perceptions
    • Trust
    Introduction

    Violation to psychological Contract

    • Failure to Comply
    • Employee interpretation
    • Employer interpretation
    Psychological Contract: Breach & Violation

    • Breach:
    • Unmet promises & expectations

    • Violation:
    • Sense of betrayal
    Consequences of breach & violation

    • Job satisfaction
    • Commitment to the workplace
    • Mistrust
    • Intentions to leave the organisation
    • Lower performance
    • Deviant work behaviour
    Types of violation

    • Inadvertent violation
    • Disruption
    • Breach of contract
    Causes Of Violation

    • Perception of unfair decision making processes


    • Low support: Organisational & supervisory
    • Low social identification: Low sense of identity to team
    • Dishonesty and low trust
    • Political Behaviour
    • Bullying
    Statistics

    • Absence of training 65%


    • Discrepancy between promised and actual pay 61%
    • Promotion schedule not as promised 59%
    • Misrepresentation of the nature of the job 40%
    • Promises regarding job security not met 37%
    • Feedback inadequate compare to promise 35%
    Responses to contract violation

    EXIT
    • Resignation
    • Termination

    REMAIN
    • Voice/complaint
    • Loyalty/silence
    • Neglect/destruction
    Responses

    Low value on the relationship by the victim


    • Exit
    • Destruction
    High value on the relationship by the victim
    • Voice/complaint
    • Loyalty/silence
    Contract Makers Violation

    SOURCES Violation
    • Recruiters • Unfamiliar with actual job
    • Overpromise
    • Managers • Say one thing, do another
    • Co-worker • Failure to provide support
    • Top management • Mixed messages
    Advantages

    • Loyalty
    • Empathy
    • Open communication
    • Satisfaction
    • Agile
    Disadvantages

    • Doubt
    • Covert , imprecise , implicit
    • Complicated concept
    • Unstable
    • Unwritten
    • Dynamic
    • Inconsistent
    • Redundant
    How to make healthier employment relationships:
    Supervisor strategies
    Preventing psychological contract violation:
    • Realistic job
    • Set clear and realistic obligations
    • Decision making
    • Supported
    Healthier employment relationships: Supervisor
    strategies

    • Offering explanations
    • Compensating for losses
    • Ensuring decision making processes are fair
    Managing psychological contract

    • Job expectation
    • Frequent discussion
    • Employee understanding
    • Feedback
    • Individual differences
    • Check for changes
    Conclusion

    • Intuitive contract
    • Effect
    • Work behavior

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