The relationship between psychological contract breach and employee deviance: The moderating role of hostile attributional style
By Su-fen Chiu, Jei-Chen Peng. 2008
158 citations recorded by the source corpus.
Subfields: Clinical Psychology, Information Systems and Management, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/9b50ab9ff15673a3953a23bc76da317cf4c3d451
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In Clinical Psychology
In Information Systems and Management
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Job insecurity and work outcomes: The role of psychological contract breach and positive psychological capital (2017, background): “However, when an individual perceives that the psychological contract was breached, he/she may also decide to actively harm the organisation (Chiu & Peng, 2008), by displaying deviant behaviours in order to restore balance to the relationship.”
- Effects of organizational justice, trust and commitment on employees' deviant behavior (2011, background): “On the other hand, distrust may weaken employees' willingness and efforts to make positive contributions to the organization, in turn negatively affecting the organization as an organizational deviance (Chiu & Peng, 2008 ).”
- Effects of trust and psychological contract violation on authentic leadership and organizational deviance (2013, background): “, 2007; Dirks and Ferrin, 2002) and psychological contract violation (Chen et al., 2004; Robinson and Morrison, 1995; Chiu and Peng, 2008; Wang, 2011) have moderating effects.”