Organization - The Manager Psychological Contract Breach

Psychological contracts consist of individuals' beliefs regarding the terms and conditions of an exchange agreement between themselves and their organizations, which are out of understanding organizational policies, behaviors, culture and agents' promises that may not be recognized. The psychological contract violation is the cognition that one's organization has failed to fulfill one or more obligations comprising the psychological contract. Although psychological contract has existed for a long time, it is only in the past twenty years that it has emerged as a serious topic for conceptual and empirical analysis, espessially in the past ten years it has become a focus in Human Resource Management. But, up to now, there are the following limitations in the area:First, while most prior research has focused solely on the psychological contracts between organizations and their employees, the psychological contracts between organizations and their managers are almost taken notice.Second, while most prior research has focused mainly on the concepts of psychological contract and psychological contract violation, negative reactions to psychological contract violation, they lack the systematic and dynamic research on manager's behavior responses.Third, while prior empirical research has focused mainly on employees' negative reactions to psychological contract violation, they lack the research on the positive reactions to psychological contract fulfillment.Fourth, while most prior research has always regarded psychological contract violation as a whole, they lack the study on the consequent behavior after the violation of sub-components of psychological contract.Based on the previous work and the four limitation above, using a sample of 512 managers from a wide variety of research sites, this research examines " the structure of psychological contract between organizations and their managers", "the main effect of organizational psychological contract violation on managers' EVNL", "the mediating effect of managers'satisfaction mediating the relationship between organizational psychological contract violation and managers' EVNL", "the moderating effect of organizational justice, managers' employment alternatives moderating the relationship between organizational psychological contract violation and managers' EVNL", "the effect of organizational behaviors on organizational psychological contract violation". The results suggest that:1. The psychological contract between organizations and their managers are consist of transactional psychological contract, relational psychological contract and managerial psychological contract. The managerial psychological contract is not found between organizations and their employees, which indicates a special relationship between organizations and their managers.2. Managerial psychological contract and transactional psychological contract are paid more attention by managers. Organizational psychological contract violation on the two aspects will cause managers increasing destructive behavior and decreasing constructive behavior.3. Manager's satisfaction with organization will mediate the relationship that transactional and managerial psychological contract violations have with manager's EVNL behavior (exit, voice, neglect and loyalty).4. Organizational procedural justice will moderate the relationships that organizational psychological contract violation have with manager's voice; Organizational interactional justice will moderate the relationships that organizational psychological contract violation have with manager's voice; Organizational interactional justice will moderate the relationships that organizational psychological contract violation have with manager's loyalty; Manager's employment alternatives will moderate the relationships that organizational psychological contract violation have with manager's neglect.5. Organization communications had not significant influence on organizational psychological contract violation; Lead communic...