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Doing more with less? Employee reactions to psychological contract breach via target similarity or spillover during public sector organizational change

Conway, Neil; Kiefer, Tina; Hartley, Jean and Briner, Rob B. (2014). Doing more with less? Employee reactions to psychological contract breach via target similarity or spillover during public sector organizational change. British Journal of Management, 25(4) pp. 737–754.

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DOI (Digital Object Identifier) Link: https://doi.org/10.1111/1467-8551.12041
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Abstract

Many countries are facing the twin pressures of austerity and recession following the 2007–2008 global financial crisis. This paper uses the UK public sector and a major national announcement of budget cuts signalling extensive organizational cutbacks as its setting. We examine (a) whether organizational changes following the national announcement affect public sector employees’ psychological contract breach, (b) whether employee reactions to psychological contract breach are consistent with the target similarity model and vary across foci, namely the organization, co-workers and public service users, and (c) whether some of these relationships are moderated by job insecurity or public sector commitment. We collected longitudinal survey data before and after the announcement of budget cuts, using a sample of 340 employees from a range of public organizations and locations. Results largely confirm the hypotheses. Increases in organizational change predicted psychological contract breach, which in turn predicted decreases in contributions towards the organization; however, contributions towards co-workers and public service users were unaffected, which can be explained with a target similarity, rather than a spillover, model. Furthermore, the relationship between breach and employee behaviours directed toward the public was moderated by job insecurity and public sector commitment.

Item Type: Journal Item
Copyright Holders: 2014 British Academy of Management
ISSN: 1467-8551
Academic Unit/School: Faculty of Business and Law (FBL) > Business > Department for Public Leadership and Social Enterprise
Faculty of Business and Law (FBL) > Business
Faculty of Business and Law (FBL)
Research Group: Innovation, Knowledge & Development research centre (IKD)
Related URLs:
Item ID: 39986
Depositing User: Jean Hartley
Date Deposited: 22 Apr 2014 08:02
Last Modified: 22 Nov 2019 18:20
URI: http://oro.open.ac.uk/id/eprint/39986
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