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August 2021|11
Psychological Contract Breach
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Good communication with our employees is the best way to combat this. Maintaining a two-way communication line with our employees allows both parties to be open and hon- est with their thoughts and expectations. When an em- ployee feels like they are confronted with a psycho- logical contract breach he or she can react in a less ad- verse manner if they know the organization or leader is being as forthright as ex- pected. After an identified breach occurs, have a con- versation identifying where the disconnect is and how, if possible, it can be rectified. If the situation cannot be rectified, have that conver- sation as well. Transparency builds strong relationships.
The information in this article is provided to make the readers aware of Psychological Contract Breach and the impact a per- ceived breach can have on the employee or organiza- tion. Further research on this topic can be found in schol- arly research literature or by contacting the author.
Cheryl is the CEO of Prestige Countertops & Services, Inc.
Contact her at cmoore2@ mercyhurst.edu .
For More Information
Henderson, K. E., and O’Leary-Kelly, A. M. (2021). Unraveling the Psychological Contract Breach and Violation Relationship: Better Evidence for Why Broken Promises Matter. Journal of Managerial Issues, Vol. XXXIII (2).
Morrison, E. W., and Robinson, S. L. (1997). When Employees Feel Betrayed: A Model of How Psychological Contract Violation Develops. Academy of Management Review 22 (226-256).
Rousseau, D. M. (1995).
Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements. Thousand Oaks, CA: Sage Publications
If an individual is already stressed out about something, a psychological contract breach may cause him or her to react stronger than they would have otherwise. Good com- munication with our employees is the best way to combat this.