The Relationships between Psychological Contracts and Employee Negative Behaviors: An Example of a Private Company.

• Main Authors: Jhan-Hong, Li, 李綻紘
• Other Authors: 傅啟榮
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/03005491646059634949

碩士 === 開南大學 === 企業與創業管理學系 === 99 === Psychological contracts are employees’ recognition as spoken or unspoken promises that an organization has ever made to the employees. There have been many studies and research from the past that have discussed regarding the content、formation and violation of the psychological contract, and also proved that the violation of psychological contract would result in employee negative behaviors. Yet there are many different types and items of the psychological contracts, what are the relative importance of those psychological contracts to the employee behaviors? On the other side, are the thoughts of managers consistent with the thoughts of employees ? And are the opinions from scholars match the thoughts of employees? Focusing on these questions, this study refers to the psychological contract construct of Coyle-Shapiro and Kessler(2003), picking up three groups of samples, and applying the analytical hierarchy process to figure out the answers. This study selects the samples of employees and managers from a stock exchange firm, and the samples of scholars from an university. The result showed that transactional contracts are more important than relational contracts to employee negative behaviors. To the behavior of 「Exit」、「Voice」 and 「Loyalty Decrease」, “Fringe Benefits” is the most important item, and to the behavior of 「Neglect」, “Fair Pay for the Responsibilities” is the most important item. The result also indicated that the managers’ thoughts are more consistent with the employees’ thoughts, both of them value transactional contracts as more important, and the scholars value relational contracts as more important and their opinions do not match the thoughts of the employees. Keywords: Psychological Contract, Employee Negative Behaviors, Analytical Hierarchy Process, Relative Importance