Jacqueline A-M. Coyle-Shapiro

TL;DR: In this article, the authors examined the content and state of the psychological contract from both the employee and employer perspective, and found that the majority of employees have experienced contract breach and that employees are redressing the balance in the relationship through reducing their commitment and their willingness to engage in organizational citizenship behaviour when they perceive their employer as not having fulfilled its part in the exchange process.

TL;DR: The authors examined the contribution of the psychological contract framework to understand organizational citizenship behavior (OCB) using survey data gathered at three measurement points over a three-year period from 480 public sector employees.

TL;DR: The results suggest that POS and the components of psychological contract fulfillment are more important in predicting organizational citizenship behavior than Psychological contract fulfillment.

TL;DR: In this article, the authors examined psychological contract breach and violation as they occur within social exchange relationships to account for employee outcomes and found that contract breach partially mediated the effects of perceived organizational support (POS) and leader-member exchange (LMX) on intentions to quit.

TL;DR: In this article, the status of EOR theory is discussed and the assumptions associated with popular frameworks, including who is party to the relationship, the norm of reciprocity as a functioning rule, and the value of the resources exchanged.