Impact of Psychological Contract on Organisational Citizenship Behavior

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Published: 2016-01-30
Authors

Dr. Luxmi

Ashu Vashisht

DOI: https://doi.org/10.65301/aimt.2016.5.I.687

Issue

Vol. 5 No. I (2016): Jan - June

Section

Articles
Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

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Abstract

In this global era of competitiveness understanding the psychological facet of job and its impact on the performance of the individual is very important due to ever changing relationships that emerge in an organization. One such facet is the psychological contract that exists in the individuals working in an organization, and other important facet regarding human behaviour towards his job is organization citizenship behaviour of the employee towards his organization which leads to positive outcomes. The present study is aimed to draw the inference regarding the relationship that exists between psychological contract and organizational citizenship behaviour of employees of Infosys Ltd located at Bangalore, Bhubaneswar, Chandigarh, Chennai, Hyderabad, Jaipur, Mangalore, Mysore, Pune and Thiruvananthapuram. The data was collected from a total of 145 employees of Infosys Ltd. selected using snowball sampling. To measure psychological contract of the employees, psychological contract inventory by Rousseau (2000) and for measuring organizational citizenship behaviour the scale developed by Podsakoff et al (2000), was used. The results of the study revealed that a significant correlation exists between psychological contract and organizational citizenship behaviour (r=0.416, p=.000) at significance level less than .01; with respect to dimensions of psychological contract it was found that relational dimension (r=.330, p=.000) and balanced dimension (r=.454, p=.000) had a significant relationship with organizational citizenship behaviour, as p value as less than .000; whereas transactional dimension (r=.050, p=.762) and transitional dimension (r=.014, p=.418) did not had a significant relationship with organizational citizenship behaviour as p value was found greater than .05. The results of the study were consistent with the studies of Robinson & Morrison (1995), Turnley & Feldman, (2000), Kickul & Lester, 2001), Jacqueline & Coyle-Shapiro (2002), Rousseau, et al., (2004), Zagenczyk et al. (2014), Kamil et al. (2014), Paille, P. (2015) Brown & Roloff (2015) and others. This study will help HR managers to find the reason on the basis of which breach of psychological contract is perceived by the employees and the reasons on the basis of which employees reduce their organizational citizenship behaviour. Further recommendations provided will help the organization to ensure appropriatesteps for the fulfilment of psychological contract and hence increased organizational citizenship behaviour.

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