Company Managers And Employees. Yh Change Schemata Their Psychological Contract Breach And Evln Behavior

Psychological contract is a mutual obligation belief system including the implied, informal, and not publicly explained mutual expectations and understandings in the relationship between the employee and the organization, and organizational agents may not be aware of it. Psychological contract violation refers to the situation that organizations can not fulfill some obligations in the psychological contract of their employees. With the rapid development of society, in order to adapt to the change of environment, enterprises are inevitably adjusting their organizational structure and governance structure. Organizational change increasingly becomes the way for enterprises to break through the bottleneck and make more long-term development. And in the special situation of organizational change, change has brought a high uncertainty, which make it difficult for employees to determine their psychological contract. Therefore, they become more alert to oversee whether the organization is fulfilling relative obligations, and more easily to experience the psychological contract violation. Especially after major organizational change (e.g. merger and reorganization, etc), employees might have more frequent and stronger perception of PCV. They are more likely to produce all sorts of behavioral responses. EVLN behaviors model is the most famous employee behavior reaction model at the organization transformation. EVLN behaviors refer to the employees Exit, Voice, Loyalty, Neglect behavior. Such as active exit, through the way of the solution to improve the working conditions, waiting for the organization for the better development, by reducing the job involvement at the mercy of the work of the state is becoming worse and worse, the behaviors of the implication of employees behind of the evaluation of the organizational change and the future development of judge, because the differences of change evaluation cognitive, lead to produce different mood, attitude and behavior.Previous studies have verified the influence of psychological contract violation on EVLN behaviors. However, no research has been down to explore the direct effect of employees'change perception on EVLN behaviors, and the indirect influence of change perception on EVLN behaviors through psychological contract violation. Therefore, this paper aims to analyze the how managers and employees'change perception affect psychological contract violation and their EVLN behaviors, and test the mediating role of psychological contract violation. Using data from 59 managers and 190 employees, the author tested the relationship between change schema (change salience, change valence and change inference), psychological contract violation and EVLN behaviors. The main conclusions are as follows: (1) Managers and employees are similar in that their "change valence" and psychological contract violation are negative correlated, and their change inference and psychological contract violation are not correlated; (2) Managers and employees are different in two aspects. First, their EVLN behaviors are affected by different dimensions of change perception. For example, managers'loyalty is mainly affected by change salience, while employees'loyalty is mainly affected by change valence. Second, psychological contract violation plays a mediating role between the relationship of managers'change perception and their EVLN behaviors, while it is not a mediator for employees.