The role of social exchange on work outcomes: a study of Indian managers

Upasna Ashey Agarwal · Shivganesh Bhargava

71 citations0/0 files storedThe International Journal of Human Resource Management

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Job Satisfaction and Organizational Behavior Employee Performance and Management Higher Education and Employability

Abstract

This study tests an integrated model of psychological contract breach, examining its antecedents, outcomes and mediators. Data were collected from 1302 managers working in eight private organizations. Results suggest that leader–member exchanges and perceived organization support relate to psychological contract breach, which, in turn, relates to affective commitment, intention to quit and innovative work behaviours. Trust in employer mediated psychological contract breach and work outcomes. Studying psychological contract breach in India adds to the sparse but growing literature concerning organizational behaviour in India.

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References

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2017Workplace bullying and employee silence 2016Examining perceived organizational politics among Indian managers 2016A Comprehensive review and Communication research agenda of the Contextualized Workgroup: The Evolution and Future of Leader-Member Exchange, Coworker Exchange, and Team-Member Exchange 2016Examining the Nature and Effects of Psychological Contract: Case Study of an Indian Organization 2016

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