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The psychological contract as an explanatory framework in the employment relationship.
Lynn M. Shore,Lois E. Tetrick +1 more
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The article was published on 1994-01-01 and is currently open access. It has received 618 citations till now. The article focuses on the topics: Psychological contract & Organizational behavior.read more
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Perceived Organizational Support And Leader-Member Exchange: A Social Exchange Perspective
TL;DR: This article developed and tested a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX) based on social exchange theory and found that POS and LMX have unique antecedent and are differentially related to outcome variables, providing support for the importance of both types of exchanges.
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When employees feel betrayed: a model of how psychological contract violation develops
TL;DR: In this article, a model outlining the psychological sense-making processes preceding an employee's experience of psychological contract violation is presented. And factors that affect those processes are identified with the aim of encouraging future empirical research.
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The development of psychological contract breach and violation: a longitudinal study
TL;DR: In this article, the authors examined factors affecting employees' perceptions that their psychological contract has been breached by their organization, and factors affecting whether this perception will cause employees to experience feelings of contract violation.
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The impact of psychological contract breach on work-related outcomes: a meta-analysis
TL;DR: In this article, a meta-analysis was conducted to examine the influence of psychological contract breach on 8 work-related outcomes, including actual turnover, attitude, commitment, and in-role performance.
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Psychological contracts and OCB: The effect of unfulfilled obligations on civic virtue behavior
TL;DR: In this paper, the authors examined the relationship between violation of an employee's psychological contract and civic virtue behavior and found that when employees felt that their employers had failed to fulfil employment obligations at T2, they were less likely to engage in civic virtue behaviour at T3.