A Breach Of Psychological Contract

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A breach in psychological contract is essentially the organization’s inabilities and its setback in accomplishing its obligations towards the employees of the organization (Matthijs Bal, W. Jansen, S. Chiaburu, 2010). Due to the fact that a psychological contract breach is considered a set of unforeseen obligations and occasions that is likely to pose as a barrier between the employee and employer relationship, thereby producing contrary results in the workplace than that which is expected. Lester (2002) submitted that employees are likely to experience a diminished level of commitment, a decreased level of work performance, and they are likely to witness to the fact that their psychological contract had being breached. In addition, Conway & Briner (2002) stated that the psychological wellbeing of employees is likely to reduce when there is a breach in the psychological contract and as result, talent retention in an organisation will diminish (Tekleab & Taylor, 2003). Morrinson and Robinson (1997) also proposed a theoretical model, which highlights several conditions that contributes to the perception of a breach in psychological contract. Their proposal shows reneging and incongruence as the main causes of a perceived psychological contract breach. Reneging is the instance whereby agent(s) of an organisation acknowledges that certain obligations are owed to the employees but intentionally fails to meet the those obligations (Robinson et al. 2000). Changes in the
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