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Making sense of psychological contract breach

Making sense of psychological contract breach Purpose – A small number of psychological contract studies have explored the cognitive processes that influence employees' evaluation and reactions to perceived contract breach. The aim of this paper is to extend this reseaerch with a qualitative study on breach using a sense making perspective. Design/methodology/approach – In total, 15 interviews employing critical incident technique to examine employee sense making processes were carried out. Findings – The findings highlight the variety of ways employees perceive contract breach and the processual nature of the experience. Emotions and actions were intertwined in the process of attributing responsibility and finding an explanation for the breach. Research limitations/implications – Contract breach is not necessarily a discrete event and reciprocity is integral to the sense making process. The findings provide a basis for future research that could explore the role of time, contextual factors and various employer representatives as sense‐givers in psychological contract evaluations. Practical implications – Employer representatives can aid employees to make sense of critical events that occur in organizations to minimize the effects of breach. Originality/value – The paper provides an under‐researched sense making‐perspective on psychological contract breach. Through a qualitative inquiry, the complex nature of the employees' experience of and reaction to breach, is highlighted. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

Making sense of psychological contract breach

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References (47)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0268-3946
DOI
10.1108/02683941111099592
Publisher site
See Article on Publisher Site

Abstract

Purpose – A small number of psychological contract studies have explored the cognitive processes that influence employees' evaluation and reactions to perceived contract breach. The aim of this paper is to extend this reseaerch with a qualitative study on breach using a sense making perspective. Design/methodology/approach – In total, 15 interviews employing critical incident technique to examine employee sense making processes were carried out. Findings – The findings highlight the variety of ways employees perceive contract breach and the processual nature of the experience. Emotions and actions were intertwined in the process of attributing responsibility and finding an explanation for the breach. Research limitations/implications – Contract breach is not necessarily a discrete event and reciprocity is integral to the sense making process. The findings provide a basis for future research that could explore the role of time, contextual factors and various employer representatives as sense‐givers in psychological contract evaluations. Practical implications – Employer representatives can aid employees to make sense of critical events that occur in organizations to minimize the effects of breach. Originality/value – The paper provides an under‐researched sense making‐perspective on psychological contract breach. Through a qualitative inquiry, the complex nature of the employees' experience of and reaction to breach, is highlighted.

Journal

Journal of Managerial Psychology – Emerald Publishing

Published: Jan 25, 2011

Keywords: Psychological contracts; Breach of contract; Critical incident technique; Interviews; Employees; Finland

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