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Attitudinal And Behavioral Outcomes Of Psychological Contract Breach

Jill R. Kickul, Scott W. Lester, Elizabeth Belgio
Published 2004 · Sociology

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This study responds to the call for more cross cultural examinations of the psychological contract by investigating differences in: (1) the perceived importance of various psychological contract obligations, (2) the frequency of perceived psychological contract breach, and (3) employee attitudes and behaviors following psychological contract breach. A sample of 60 American and 76 Hong Kong Chinese employees completed measures related to the psychological contract, job satisfaction, intention to turnover, organizational commitment, job performance, and organizational citizenship behaviors. Results showed that the employees from both cultures differed in terms of perceived psychological contract importance and breach. Specifically, the American workers placed higher importance and perceived less breach of both intrinsic and extrinsic psychological contract outcomes than the Hong Kong employees. Additionally, American employees responded more negatively to perceived breaches of intrinsic outcomes, while their Hong Kong counterparts responded more negatively to perceived breaches of extrinsic outcomes. Limitations of the current study and suggestions for future cross cultural research are discussed.
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