Acceso usuarios
ntegrating 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 points Labour 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.
