Psychological contract influence on organisational identification among call centre employees

Abstract

The study investigated whether the psychological contract predicts organisational identification in a call centre setting. Participants included 198 employees (females = 66%; permanent employees = 74%, temporary employees = 26%). Participants completed measures on psychological contract and organisational identification. Using a logistic regression analysis, the study revealed that various components of the psychological contract (employer obligations, employee obligations, employer violation, and employee violation) had varying degrees of influence on the relationship between the psychological contract and organisational identification. All dimensions of the psychological contract (excluding employer obligations) significantly predicted organisational identification. By paying increased attention to the management of employee and employer beliefs regarding mutual obligations in the employment relationship, psychological contract bonds may be sustained over time, thereby increasing organisational identification.