Mentors, supervisors and role models: do they reduce the effects of psychological contract breach?

By Thomas J. Zagenczyk, Ray Gibney, Christian Kiewitz, S. Restubog. 2009

106 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/3b9cc5898b5a09fb40f8f53db062883994a807d9

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Psychological contract breaches and employee voice behaviour: The moderating effects of changes in social relationships (2014, background): “For example, some studies have found that employees react less strongly to PCBs when the quality of relationships with supervisors and coworkers is high (Dulac et al., 2008; Zagenczyk et al., 2009).”
Work engagement, psychological contract breach and job satisfaction (2014, background): “Zagenczyk, Gibney, Kiewitz, and Restubog (2009) study indicates the important role mentors play in decreasing negative effects of PCB. Early recognition of breach and increased communication and support might also play a role to control the negative impact PCB might create.”
Psychological Contracts and Organizational Identification: The Mediating Effect of Perceived Organizational Support (2011, background): “Notably, scant research has embraced the organizational identification perspective underlying OST (for exceptions, see; Edwards and Peccei 2010; van Kippenberg, and Sleebos 2006 ), which is an important theoretical and practical oversight.”
Making sense of psychological contract breach (2011, background): “), and support from supervisors and mentors ( Zagenczyk et al. , 2009”
Investigating the Moderating Effects of Leader–Member Exchange in the Psychological Contract Breach–Employee Performance Relationship: A Test of Two Competing Perspectives (2009, background): “Employees who experience a breach of psychological contract by their organization may not respond negatively if they believe that they are supported by their supervisor (Zagenczyk et al., 2009).”