Understanding psychological contract breach due to labor costs reduction: Contingent upon employee sex and managerial control
Understanding psychological contract breach due to labor costs reduction: Contingent upon employee sex and managerial control
复制标题
了解由于劳动力成本降低而导致的心理契约违约：取决于员工性别和管理控制
DOI：
10.1111/joop.12092
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发表时间：
2015
影响因子：
6.2
通讯作者：
Xiao Wang
中科院分区：
文献类型：
--
作者：
Xin Wei;Li Ma;Zhi-Xue Zhang;Sammy Showail;Jie Jiao;Xiao Wang
本研究整合心理契约与性别差异的观点，探讨组织降低人力成本的决策如何影响员工的心理契约违背知觉与对组织的承诺。通过两个实验，我们发现了减少劳动力成本的决策、员工性别和管理层对决策的控制之间的三向交互作用。降低劳动力成本的决策在管理控制水平较低时会导致女性心理契约违背的感受较强，而在管理控制水平较高时会导致男性心理契约违背的感受较强。此外，人力成本降低通过心理契约违背对员工组织承诺的间接影响也取决于员工性别和管理控制的交互作用。我们的研究结果扩展了心理契约的文献，并及时阐明了管理层关于降低劳动力成本的决策的实际问题。管理者在制定行动计划时应考虑到这些差异。在危机或困难中的管理需要更细致地考虑员工对细致入微的经验证据告诉我们不同的员工群体的不同需求和反应，以及他们的反应如何相互矛盾。
Integrating the perspectives of psychological contract and sex differences, this study examines how organizational decision to reduce labour costs influences employees’ perceived psychological contract breach and their commitment to their organizations. Using two experiments, we found three‐way interaction effects among the decision to reduce labour costs, employee sex, and the managerial control over the decision. The decision of labour costs reduction leads to stronger feelings of psychological contract breach for females when the decision is in low than in high levels of managerial control, but the same decision leads to stronger psychological contract breach for males when the decision is in high than in low levels of managerial control. Furthermore, the indirect effect of labour costs reduction on employees’ organizational commitment through psychological contract breach is also contingent upon the interaction between employee sex and managerial control. Our findings expand the literature of psychological contract and shed light on timely practical issues of management's decisions regarding labour costs reduction.Practitioner pointsLabour costs reductions in economic downturns lead to different responses from employees, and managers are advised to plan their actions bearing in mind such differences.Management in crisis or difficulties calls for more delicate considerations of employees’ psychological feelings towards the organization.Nuanced empirical evidence informs us about the different needs and responses of a diverse group of employees and how their responses contradict.