Psychological contract breach and job attitudes: A meta-analysis of age as a moderator
verifiedrich profile · Journal of Vocational Behavior · 2008
Bal, P. Matthijs; De Lange, Annet H.; Jansen, Paul G.W.; Van Der Velde, Mandy E.G.
What this article reports
The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.
psychological contract breach → job satisfaction
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
psychological contract breach predicts job satisfaction
psychological contract breach predicts organizational commitment
What the literature says about it
Attributed, open-access quotes from other works that cite this article, plus the citation-graph verdict tally. Corroborations and disputes, in one place — the honest-broker view.
supports “…employees' psychological contracts have been associated with key employee attitudes (e.g., commitment, job satisfaction, and trust; for a meta-analytic review, see Bal et al., 2008) and behaviors (e.g., performance and citizenship behaviors; for a meta-analytic review see Zhao et al., 2007).”
supports “Various researchers have consistently argued that psychological contract violations have a very significant influence on employees’ perceptions and behaviors [20,21], and the negative consequences of this cause reactions such as job dissatisfaction and reduced organizational commitment [22].”
supports “There is strong support for an association between psychological contract breach, trust, and attitudinal and behavioural outcomes, such as job satisfaction, organizational commitment, and organizational citizenship behaviour (Bal et al., 2008; Kowalski & Cangemi, 2005; Robinson, 1996; Robinson & Morrison, 1995; Robinson & Rousseau, 1994; Van den Heuvel, 2012; Zhao et al., 2007).”
supports “There is strong support for an association between psychological contract breach, trust, and attitudinal and behavioural outcomes, such as job satisfaction, organizational commitment, and organizational citizenship behaviour (Bal et al., 2008; Kowalski & Cangemi, 2005; Robinson, 1996; Robinson & Morrison, 1995; Robinson & Rousseau, 1994; Van den Heuvel, 2012; Zhao et al., 2007).”
supports “Various researchers have consistently argued that psychological contract violations have a very significant influence on employees’ perceptions and behaviors [20,21], and the negative consequences of this cause reactions such as job dissatisfaction and reduced organizational commitment [22].”
Ancillary research
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Assembled from Principia’s registry — bibliographic record, extracted effect sizes, the models they inform, and open-access citing literature.