Browsing by Subject "Psychological contract breach"
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Item Open Access Benevolent leadership and psychological well-being: the moderating effects of psychological safety and psychological contract breach(Emerald Group Publishing Ltd., 2016) Erkutlu, H.; Chafra, J.Purpose: – The purpose of this paper is to examine the relationship between benevolent leadership (BL) and psychological well-being (PWB) as well as to test the moderating roles of psychological safety (PS) and psychological contract breach (PCB) on that relationship. Design/methodology/approach: – Data encompasses 1,009 employees from 23 five-star hotels in Turkey. The moderating roles of PS and PCB on the BL and PWB relationship were tested using the moderated hierarchical regression analysis. Findings: – The moderated hierarchical regression analysis results reveal that there was a significant positive relationship between BL and employee PWB. In addition, the positive relationship between BL and well-being was stronger when PS was higher than when it was lower. On the contrary, high-PCB weakened the positive relationship between BL and PWB. Practical implications: – This study showed that both PS and BL enhance well-being. Managers could promote PS by breaking down the barriers preventing effective communication and discussion. Moreover, the results of this study indicated that the state of the psychological contract is a significant predictor of employees’ well-being. Organizational practices and policies, especially human resource practices, should be carefully designed and implemented as to prevent PCB, an important source of employee dissatisfaction and distrust. Originality/value: – The study provides new insights into the influence that BL may have on PWB and the moderating roles of PS and contract breach in the link between BL and employee well-being. The paper also offers a practical assistance to employees in the hospitality industry and their leaders interested in building trust and enhancing well-being.Item Open Access Value congruence and commitment to change in healthcare organizations(Emerald Publishing Limited, 2016) Erkutlu, H.; Chafra, J.Purpose – The purpose of this paper is to examine the relationship between value congruence and affective commitment to change as well as to test the moderating roles of psychological contract breach and workplace ostracism on that very relationship. Design/methodology/approach – Data were collected from 13 university hospitals in Turkey. The sample included 1,113 randomly chosen certified nurses and head nurses of their units. The moderating roles of psychological contract breach and workplace ostracism on the value congruence and affective commitment to change relationship were tested using the moderated hierarchical regression analysis. Findings – The moderated hierarchical regression analysis results revealed a significant positive relationship between value congruence and employees’ commitment to change. In addition, this very relation was weaker when both psychological contract breach and workplace ostracism were higher than when they were lower. Practical implications – This study showed that employee perception of value congruence increased employee’s affective commitment to change. Organizations can enhance employees’ affective commit by recruiting individuals who fit well within their organizations’ characteristics and by encouraging supervisors to develop close, supportive relationships with subordinates. Moreover, recognizing that employees are likely to experience concern and discomfort about a change initiative along with the fact that such psychological states (psychological contract breach or workplace ostracism) can dramatically impact the effectiveness of change efforts can help organizations to better plan change-related strategies geared towards managing properly such potentially harmful reactions. Originality/value – The study provides new insights into the influence that value congruence may have on affective commitment to change and the moderating roles of psychological contract breach and workplace ostracism in the link between value congruence and change commitment. The paper also offers a practical assistance to employees in healthcare management and their leaders interested in building trust, increasing person-organization fit and change commitment, and lowering workplace ostracism. Keywords Psychological contract breach, Commitment to change, Value congruence, Workplace ostracism Paper type Research paper