The Empirical Study On The Impact Of Psychological Contract Violation On Counterproductive Work Behavior

After entering the 1990 s of last century, along with global competition, enterprises are facing competition from around the world and more unpredictable business environment, the time change of the environment brings instability, which makes managers of enterprises are more concerned about how to reduce the organization’s operating costs, improve organizational performance and competitiveness. Organizational practices to enhance organizational performance for the urgent requirement of extensive research has also led to academic performance. About how to organize and improve performance, they have a new perspective and basically agree that the work not only includes the individual’s work performance output(work task completion goals), namely, task performance, but also includes the behavior of employees and work-related factors, namely behavioral performance. Performance behavior of employees in the workplace is based on spontaneous behavior or role behavior. According to different functions, spontaneous behavior of employees in the workplace can be divided into two categories: 1) spontaneous altruism or helping behavior, which usually benefits the operation and management of organization, called organizational citizenship behavior; 2) spontaneous potentially destructive behavior, which often does harm to the organization or other members of the organization, called counter-productive behavior.In view of the serious harm of counter-productive behavior, and to explore counter-productive behavior antecedents, and then exploring ways to manage it has important practical significance. Currently counterproductive behavior antecedents are mainly concentrated in the low organizational commitment, job stress, organizational variables such as a sense of injustice, while ignoring the psychological contract violation of this widespread phenomenon. Psychological contract theory is an important theoretical framework of the employment relationship, psychological contract violation would undermine the basis of the employment relationship. In the past thirty years, a large number of studies have showed that employees think that the organization don’t fully carry out its responsibility, which means the psychological contract violation phenomenon widely exists in contemporary organizations. Many scholars have pointed out that when employees realize the organization not fully comply with the psychological contract, their negative attitude(low job satisfaction, turnover intention, low organizational commitment), negative emotions(a sense of injustice, a sense of trust) and negative behavior(low organizational citizenship behavior, separation behavior) will obviously increase.At the same time, job satisfaction becomes an important construct between the relationship of stuff and organization. Li Yuan thinks that psychological contract is the psychological nexus between the employee and the organization, it has an influence on employee satisfaction for the organization, the organization’s emotional investment, and ultimately affects the organization’s aim. Moreover, job satisfaction is closely related to attendance, turnover and organizational citizenship behavior, staff behavior. Any organization is difficult to guarantee consistently high job satisfaction. Behavior of staff dissatisfaction The response that staff are dissatisfied with their work is an inevitable problem.In summary, this study will focus on the Chinese context psychological contract violation on staff conduct counter-productive impact, and attempts to introduce job satisfaction as intermediary variables tested through empirical analysis the relationship of organization employee psychological contract violation, job satisfaction and counter-productive. I hope this research can make some contribution to psychological contract and related theoretical studies and Chinese counter-productive behavior of human resource management practices.