The impact of psychological contract violations on exit, voice, loyalty, and neglect

This study examines the relationships between violations of employees' psyc hological contracts and their exit, voice, loyalty, and neglect behaviors. Using a sample of over 800 managers, this research found that psychological contract violations result in increased levels of exit, voice, and neglect behaviors and decreased levels of loyalty to the organization. In addition , this research examines the moderating effects that situational factors (s uch as the availability of attractive employment alternatives) have on the relationships between psychological contract violations and managers' behav iors. The results suggest that these situational factors moderate the relat ionship between psychological contract violations and exit, but not the rel ationships between psychological contract violations and voice, loyalty, or neglect. Finally, this research also examines differences in the nature of psychological contract violations experienced across three categories of w orkers: new managers entering the workforce, expatriates and managers in in ternational business, and managers working in downsizing or restructuring f irms. The results suggest that psychological contract violations are both m ore frequent and more intense among managers working in downsizing or restr ucturing firms, particularly in terms of job security, compensation, and op portunities for advancement.