The effects of psychological contract breach and organizational cynicism: not all social exchange violations are created equal

By Jonathan L. Johnson, Anne M. O'Leary-Kelly. 2003

770 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/2642e7b52882df61e10e3d542e13fd8ec4a418a1

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Organizational cynicism: Extending the exit, voice, loyalty, and neglect model of employees' responses to adverse conditions in the workplace (2007, background): “The latter result is consistent with an earlier finding by Johnson and O’Leary-Kelly (2003), who concluded that ‘employees’ cynical attitudes toward the employer did not influence their work performance, their organizational citizenship behaviors, or their absence levels’ (Johnson & O’Leary-Kelly,…”
Perceived organizational support and performance: Relationships across levels of organizational cynicism (2008, background): “Sources of discontent contributing to the development of a negative attitude include the prevalence of mass layoffs facing many employees, the exorbitant salaries garnered by many corporate CEOs, corporate scandals depleting the retirement accounts of millions, a dismantling of the psychological con”
Extra-Role Time, Burnout, and Commitment (2011, background): “Relationships have been found between the psychological contract and employees’ job satisfaction (Johnson & O’Leary-Kelly, 2003), organizational commitment (Coyle-Shapiro & Kessler, 2000), trust in the organization, turnover intentions, actual turnover (Robinson, 1996; Robinson & Rousseau, 1994),…”
Top management credibility and employee cynicism: A comprehensive model (2009, background): “…as resulting from circumstances in the work environment that cause employee expectations to be unmet (e.g. Andersson, 1996; Andersson & Bateman, 1997; Bernerth et al., 2007; Cole et al., 2006; Johnson & O’Leary-Kelly, 2003; Naus et al., 2007a, 2007b; Pugh et al., 2003; Wanous et al., 2000).”
A communication model of employee cynicism toward organizational change (2008, background): “Johnson and O’Leary-Kelly (2003) also used this theory to explain cynicism and work-related attitudes.”
Understanding the changing nature of psychological contracts in 21st century organizations (2017, background): “…violation include reduced POS (Kiewitz, Restubog, Zagenczyk, & Hochwarter, 2009; Suazo, 2009), lower levels of affective organizational commitment (Johnson & O’Leary-Kelly, 2003; Lapalme et al., 2011), increased levels of emotional exhaustion and job dissatisfaction (Gakovic & Tetrick, 2003;…”
Breach of Psychological Contract and the Development of Burnout and Engagement: A Longitudinal Study Among Soldiers on a Peacekeeping Mission (2010, background): “…exhaustion (Gakovic &Tetrick, 2003); reduced organizational commitment (Lester, Turnley, Bloodgood, & Bolino, 2002; Turnley & Feldman, 1999); reduced job satisfaction (Gakovic &Tetrick; Tekleab & Taylor, 2003); and increased cynical attitudes toward the organization (Johnson & O’Leary-Kelly, 2003).”
Transformational Leadership, Cohesion Perceptions, and Employee Cynicism About Organizational Change (2007, background): “But in the organizational setting, research has found unpleasant experience or psychological contract breach as an antecedent of cynicism (Andersson & Bateman, 1997; Johnson & O’Leary-Kelly, 2003), suggesting that it is susceptible to contextual influences.”
Enough is enough? Threshold models for the relationship between psychological contract breach and job-related attitudes (2009, background): “…al., 2004), or health and well-being of employees (e.g., Cantisano & Dominguez, 2005; Gakovic & Tetrick, 2003; Isaksson, Josephson, & Vingård, 2003; Johnson & O’Leary-Kelly, 2003), as well as increased turnover intentions (e.g., Huiskamp & Schalk, 2002; Robinson & Rousseau, 1994; Tekleab et al.,…”
Bad Apples, Bad Barrels, and Broken Followers? An Empirical Examination of Contextual Influences on Follower Perceptions and Reactions to Aversive Leadership (2011, background): “This set of controls included: moral identity, (Aquino & Reed, 2002), trait cynicism (Johnson & O’Leary-Kelly, 2003), need for leadership (de Vries, Roe & Tallieu, 2002), locus of control (Spector, 1988), and ambivalent sexism (Glick & Fiske, 1996), as well as various demographic variables…”
The Interactive Effects of Job Insecurity and Organizational Cynicism on Work Effort Following a Layoff (2008, background): “Our results indicate that cynicism in postlayoff settings is not necessarily associated with adverse effects across situations (Johnson & O’Leary-Kelly, 2003), as effort was highest when cynical layoff survivors concomitantly perceived high levels of job insecurity.”
Benevolent leadership and psychological well-being (2016, background): “Research on psychological contract breach (PCB) found that it had a strong negative effect on job satisfaction, PWB and a strong positive influence on burnout and cynicism (Tekleab et al., 2005; Johnson and O’Leary-Kelly, 2003).”