The Relationship between Psychological Contract and Working Behaviors：A Viewpoint Based on Organizational Justice

• Main Authors: Kai-Yu Liu, 劉楷煜
• Other Authors: Chi-jung Fu
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/28917490615211197201

碩士 === 開南大學 === 企業與創業管理學系 === 96 === A psychological contract stands for the perceptions or informal obligations between an employer and an employee. With the revolution of social morality, industry environment, and employees’ value, different opinions always exist on the topic of psychological contract contents and employee needs between them. For this reason, it becomes a common phenomenon that either organization or employee break their promise as committed due to one-way or mutual misunderstanding. If the employee is aware of the violated contracts, negative work attitudes came to mind and results in unconstructive behavior such as lower job satisfaction, lower organizational commitment, high resignation tendency, and lower performance, etc. This paper is to discuss the “relationship” between performing or violating psychological contract and employee behavior, and discuss the moderating effects based on organizational justice. From our 147 research samples, we discover that both performing and violating the contracts of the employers have influence on employee’s job behavior. Further, organizational justice has an effect on the relationship and higher impacts on employee’s job behavior. In other words, if the organization could always be justice, unconstructive employee’s behavior should be avoided. Consistently, we find out that psychological contracts will affect individual’s attitude and behavior, that is, negative attitudes or job behavior occurs when they sense the violated psychological contract. Thus, organization that would like to avoid employee’s unconstructive behavior should make reasonable commitments and put it into practice. Further, establishing transparent communication channel is essential for better understanding employee’s needs. Making commitments founded on their needs would be a perfect solution to reduce psychological contract breach.