The Relationship of Psychological Contract, Job Dissatisfaction and Job Performance: The moderating effect of Prosocial Value

• Main Authors: Pei-Ru Li, 李佩儒
• Other Authors: Chi-Tung Tsai
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/6ys8ww

碩士 === 國立彰化師範大學 === 人力資源管理研究所 === 103 === In an era emphasizing the need for change and innovation, employee’s innovative behavior and turnover intention are becoming important. Specifically, they are not only related to employee’s performance but also are determining whether the organization is successful or not. Consistent with Zhou and Georges’ perspectives, this study also examines the relationship between job dissatisfaction and employee’s creativity. Using Farrell (1983) ELVN model to explore the relationship between job dissatisfaction, innovative behavior and turnover intention. In addition, we use motivation theory to discuss the effects of transactional psychological contract and relational psychological contract on job dissatisfaction. Moreover, this study examines the moderation of prosocial value between job dissatisfaction with innovative behavior and turnover intention. Therefore, there are four purposes in this article: First, exploring the relationship between innovative behavior and turnover intention. Second, exploring the relationship between transactional psychological contract and relational psychological contract. Third, examining the moderating effect of prosocial value. We use filed data from 496 employees and their supervisors in service industry and we find that job dissatisfaction is negative associated with innovative behavior. Second, job dissatisfaction is positive associated with turnover intention. Third, transactional psychological contract is positive associated with job dissatisfaction. Fourth, relational psychological contract is negative associated with job dissatisfaction. Finally, prosocial value moderates the relationship between job dissatisfaction with turnover intention. According to above results, the managerial implications are: the enterprise should make adjustment to the employee’s workload. 2. The company should give emotional support. 3. The organization should provide fair salary. 4. The firm should create welfare program. 5. The business should plan career path.