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Reducing the Negative Effects of Psychological Contract Breach during Management-Imposed Change: A Trickle-Down Model of Management Practices
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Author(s): Melanie De Ruiter (Nyenrode Business Universiteit, The Netherlands & Tilburg University, The Netherlands), Robert J. Blomme (Nyenrode Business Universiteit, The Netherlands)and René Schalk (Tilburg University, The Netherlands & North West University, South Africa)
Copyright: 2016
Pages: 21
Source title:
Organizational Change Management Strategies in Modern Business
Source Author(s)/Editor(s): Aslı Goksoy (American University in Bulgaria, Bulgaria)
DOI: 10.4018/978-1-4666-9533-7.ch007
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Abstract
Employees' experiences of psychological contract breach (PCB) contribute substantially to the failure of change initiatives. Consequently, if organizational leaders want to successfully implement change efforts, it is imperative that they attend to these negative perceptions. Managers can provide different types of support to employees who have experienced PCB. However, during management-imposed change, direct managers at the mid-level of the organization face a number of challenges that may impede their ability or willingness to provide this support. Existing approaches to managing top-down change initiatives offer recommendations regarding leadership, communication and interpersonal and informational justice. Yet, by failing to consider the negative effect middle managers' competing roles have on their inclination or ability to address employee experiences of PCB, these suggestions are limited in scope. Drawing upon the literature on trickle-down effects, it is suggested that senior managers play an important, albeit indirect role in reducing the negative effects of PCB.
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