1、外文文献翻译译文一、外文原文原文MENTORS,SUPERVISORSANDROLEMODELSDOTHEYREDUCETHEEFFECTSOFPSYCHOLOGICALCONTRACTBREACHTHOMASJZAGENCZYKRAYGIBNEYCHRISTIANKIEWITZSIMONLLOYDDRESTUBOGPSYCHOLOGICALCONTRACTBREACHHASBECOMEASIGNIFICANTPROBLEMFORMANYORGANISATIONSINTODAYSBUSINESSENVIRONMENTBECAUSEITFOSTERSABELIEFWITHINEMPLOYEEST
2、HATTHEORGANISATIONDOESNOTSUPPORTTHEMACCORDINGLY,WEEXAMINEWHETHERORGANISATIONSCANDIMINISHTHENEGATIVEIMPACTOFPSYCHOLOGICALCONTRACTBREACHONPERCEIVEDORGANISATIONALSUPPORTPOSBYPROVIDINGEMPLOYEESWITHMENTORS,SUPPORTIVESUPERVISORSANDROLEMODELSINSTUDY1,WEFOUNDTHATMENTORRELATIONSHIPSMODERATEDTHERELATIONSHIPBE
3、TWEENPSYCHOLOGICALCONTRACTBREACHANDPOSSIXMONTHSLATERINSTUDY2,WESHOWEDTHATMENTORRELATIONSHIPSANDSUPERVISORSUPPORTREDUCEDTHENEGATIVEIMPACTOFCONTRACTBREACHONPOSCONTRARYTOEXPECTATIONS,EMPLOYEESWHOMAINTAINEDRELATIONSHIPSWITHROLEMODELSREPORTEDLOWERLEVELSOFPOSINRESPONSETOPSYCHOLOGICALCONTRACTBREACHTHANTHOS
4、EEMPLOYEESWHOREPORTEDTHATTHEYDIDNOTHAVEROLEMODELSINTHEIRORGANISATIONSIMPLICATIONSFORRESEARCHANDPRACTICEAREDISCUSSEDINTRODUCTIONATFIRSTGLANCE,THEEMPLOYEREMPLOYEERELATIONSHIPEERSEEMSTOBEASIMPLEONEINWHICHTHEEMPLOYEROFFERSCOMPENSATIONFORPERFORMANCEOFJOBDUTIESYETEMPLOYEESOFTENPERCEIVETHATTHEEMPLOYERMAKES
5、PROMISESRELATEDTOTRAINING,PROMOTIONSOROTHERFACTORSNOTEXPLICITLYRECOGNISEDINFORMALCONTRACTS,PARTICULARLYDURINGRECRUITINGANDSOCIALISATIONPERIODSTHESEPERCEIVEDPROMISESFORMTHEBASISOFPSYCHOLOGICALCONTRACTS,DEFINEDASRELATIVELYSTABLEMENTALMODELSTHATENCAPSULATETHEPERCEIVEDPROMISESEMPLOYEESBELIEVETHEORGANISA
6、TIONHASMADETOTHEMINEXCHANGEFORTHEIREFFORTSONBEHALFOFTHEORGANISATIONROUSSEAU,1995IMPORTANTLY,WHENORGANISATIONSFULFILTHESEPSYCHOLOGICALCONTRACTS,EMPLOYEESTENDTOHAVEHIGHERLEVELSOFORGANISATIONALCOMMITMENTANDPERFORMANCEZHAOETAL,2007INCONTRAST,FAILURETOFULFILPSYCHOLOGICALCONTRACTSTERMEDPSYCHOLOGICALCONTRA
7、CTBREACHPCBMORRISONANDROBINSON,1997USUALLYRESULTSINREDUCEDPERFORMANCE,NEGATIVEATTITUDESANDWITHDRAWALBEHAVIOURSKIEWITZ,2002ZHAOETAL,2007BORDIAETAL,2008RESTUBOGETAL,2008THENEGATIVERAMIFICATIONSOFPCBHAVERENDEREDTHETOPICIMPORTANTFORSCHOLARSANDPRACTITIONERSALIKE,ESPECIALLYASEMPIRICALSTUDIESSHOWTHATTHEMAJ
8、ORITYOFUKANDUSEMPLOYEESREPORTEXPERIENCESOFBREACHROBINSONANDROUSSEAU,1994COYLESHAPIROANDKESSLER,2000,WITHSOMEESTIMATESBEINGASHIGHAS89ROUSSEAU,1995THEHIGHPERCENTAGEOFPERCEIVEDPCBSANDTHEASSOCIATEDPROBLEMSPOSEAPARTICULARCONCERNFORORGANISATIONSASDOWNSIZING,OUTSOURCINGANDRAPIDCHANGEMAKEITINCREASINGLYDIFFI
9、CULTFORTHEMTOFULFILTHEOBLIGATIONSOFEMPLOYEESEGROUSSEAU,1995BECAUSETHESETRENDSARELIKELYTOCONTINUEROUSSEAU,1995,AVOIDINGPCBISADIFFICULTANDPERHAPSANIMPOSSIBLETASKFORTODAYSORGANISATIONSYETORGANISATIONSNEEDTOADDRESSTHISIMPORTANTISSUE,WHICHNATURALLYRAISESTHEQUESTIONOFHOWTODOSOWEADVOCATETAKINGAPROACTIVEAPP
10、ROACHTOTHEISSUE,ASTHISPROMISESAGREATERCHANCETODIMINISHNEGATIVECONSEQUENCESINCOMPARISONTOAPASSIVEORREACTIVEAPPROACHTOTHISEFFECT,WESUGGESTTHATORGANISATIONSACTIVELYUTILISESOMEOFTHEHUMANRESOURCEHRINITIATIVESTHATAREEMPLOYEDTOFACILITATENEWCOMERSOCIALISATIONANDTHECREATIONOFSUPPORTIVEWORKENVIRONMENTSMOREPRE
11、CISELY,WEPOSITTHATEMPLOYEESRELATIONSHIPSWITHOTHERKEYINDIVIDUALSINTHEORGANISATIONINCLUDINGMENTORS,SUPERVISORSANDROLEMODELSMAYSUBSTANTIALLYWEAKENTHENEGATIVEEFFECTSOFPCBOURRATIONALEISTHATTHESETHIRDPARTIESMAYSHAPEEMPLOYEESPERCEPTIONSOFPSYCHOLOGICALBREACHBYOFFERINGEXPLANATIONSFORWHYBREACHOCCURREDORBYHELP
12、INGEMPLOYEESCOPEWITHITINORDERTOEMPIRICALLYTESTTHISNOTION,WEEXPLOREWHETHERRELATIONSHIPSWITHMENTORS,SUPERVISORSANDROLEMODELSMODERATETHENEGATIVERELATIONSHIPBETWEENEMPLOYEESPERCEPTIONSOFPCBANDPERCEIVEDORGANISATIONALSUPPORTPOSIEEISENBERGERETAL,1986WEEXPLOREPOSBECAUSERESEARCHINDICATESTHATITINFLUENCESAHOST
13、OFWORKRELATEDBEHAVIOURS,INCLUDINGJOBPERFORMANCEANDTURNOVERREVIEWINRHOADESANDEISENBERGER,2002INTHEFOLLOWINGSECTIONS,WEELABORATEONTHESENOTIONSANDDELINEATEATHEORETICALFRAMEWORKTHATACCOUNTSFORTHEPOTENTIALOFMENTORS,SUPERVISORSANDROLEMODELSTOMODERATETHERELATIONSHIPBETWEENPCBANDPOSWETHENPRESENTRESULTSFROMT
14、WOEMPIRICALSTUDIESANDCLOSEWITHADISCUSSIONOFTHEORETICALANDPRACTICALIMPLICATIONSLITERATUREREVIEWANDHYPOTHESESINRECENTYEARS,PSYCHOLOGICALCONTRACTTHEORYROUSSEAU,1995ANDORGANIZATIONALSUPPORTTHEORYEISENBERGERETAL,1986HAVEEMERGEDASTHEDOMINANTAPPROACHESINRESEARCHONTHEEERGUESTANDCONWAY,2002COYLESHAPIROANDCON
15、WAY,2005THESETHEORETICALAPPROACHESBOTHAIMTOCONTRIBUTETOOURUNDERSTANDINGOFTHEEER,YETVIEWTHISRELATIONSHIPFROMDIFFERENTPERSPECTIVESPSYCHOLOGICALCONTRACTSTHEORYHASLARGELYFOCUSEDONEXPLAININGEMPLOYEEATTITUDESANDBEHAVIOURSASAFUNCTIONOFEMPLOYEESPERCEPTIONSREGARDINGTHEEXTENTTOWHICHTHEORGANIZATIONHASBREACHEDT
16、HEPROMISESTHATTHEYBELIEVEITHASMADETOTHEMCONVERSELY,ORGANISATIONALSUPPORTTHEORYEISENBERGERETAL,1986SUGGESTSTHATEMPLOYEESEVALUATETHEFAVOURABILITYOFTHETREATMENTTHATTHEYRECEIVEFROMTHEORGANIZATIONANDFORMGLOBALPERCEPTIONSREGARDINGTHEEXTENTTOWHICHTHEORGANISATIONVALUESTHEIRCONTRIBUTIONSANDCARESABOUTTHEIRWEL
17、LBEINGEISENBERGERETAL,1986WHENEMPLOYEESBELIEVETHEYARETREATEDFAVOURABLYBYTHEORGANISATION,THEYRESPONDBYHOLDINGATTITUDESANDBEHAVINGINAMANNERTHATHELPSTHEORGANISATIONRHOADEANDEISENBERGER,2002THUS,PSYCHOLOGICALCONTRACTTHEORYDRAWSONASPECIFICASPECTOFTHEEERCONTRACTFULFILMENT/BREACH,WHILEORGANISATIONALSUPPORT
18、THEORYISCONCERNEDWITHEMPLOYEESOVERALLASSESSMENTOFTHEQUALITYOFTHETREATMENTTHEYRECEIVEFROMTHEORGANISATION,REGARDLESSOFWHETHERORNOTTHEORGANISATIONHASDELIVEREDONITSPROMISESWHILEPSYCHOLOGICALCONTRACTANDORGANISATIONALSUPPORTTHEORIESDIFFERINHOWTHEYAPPROACHTHEEER,BOTHTHEORIESCONCEPTUALISETHEEERASASOCIALEXCH
19、ANGERELATIONSHIPINWHICHEMPLOYERSOFFERREWARDSANDFAVOURABLEJOBCONDITIONSINEXCHANGEFORLOYALTYANDWORKEFFORTFROMEMPLOYEESASELAGEANDEISENBERGER,2003FURTHERMORE,BOTHCONCEIVEOFTHEEERASBEINGGOVERNEDBYTHENORMOFRECIPROCITY,WHICHOBLIGATESINDIVIDUALSTOREPAYOTHERSWHOHELPTHEMGOULDNER,1960ACCORDINGLY,ANEMPLOYEEWHOI
20、STREATEDWELLWILLREPAYTHEORGANISATIONBYHELPINGITTOREACHITSGOALS,WHILENEGATIVETREATMENTFOSTERSNEGATIVEATTITUDES,EMOTIONSANDBEHAVIOURSNOTEWORTHYINTHISCONTEXTISTHATEMPLOYEESANTHROPOMORPHISETHEORGANISATIONINORDERTODISCERNITSINTENTIONS,SUCHTHATACTIONSOFINDIVIDUALSWHOREPRESENTTHEORGANISATIONAREBELIEVEDTORE
21、PRESENTTHEINTENTOFTHEORGANISATIONITSELFLEVINSON,1965THISPHENOMENONISRELEVANTFORORGANISATIONALSUPPORTTHEORYBECAUSEBENEVOLENTACTIONSBYORGANISATIONALAGENTSAREPOSITEDTOSIGNALORGANISATIONALSUPPORTTOEMPLOYEESEISENBERGERETAL,1986ITALSOHASRELEVANCEFORPSYCHOLOGICALCONTRACTTHEORYBECAUSEEMPLOYEESAREPOSITEDTORE
22、SPONDFAVOURABLYWHENORGANISATIONALAGENTSFULFILPROMISEDOBLIGATIONSROUSSEAU,1995WHILEEMPLOYEESTENDTOAGGREGATETREATMENTFROMORGANIZATIONALAGENTSWHENASSESSINGPSYCHOLOGICALCONTRACTFULFILMENTANDWHENFORMULATINGPERCEPTIONSOFSUPPORT,THEYDODIFFERENTIATETHEACTIONSOFTHEORGANISATIONITSELFFROMTHEACTIONSOFSUPERVISOR
23、SFORINSTANCE,EMPIRICALRESEARCHCLEARLYSHOWSTHATINDIVIDUALSDISTINGUISHBETWEENPCBSTEMMINGFROMTHEORGANISATIONANDSUPERVISORSEGHUTCHISON,1997RESTUBOGANDBORDIA,2006CHENETAL,2008ASWELLASORGANISATIONALANDSUPERVISORSUPPORTEISENBERGERETAL,2002ANDSUPPORTORIGINATINGFROMSUPERVISORS,MANAGEMENTANDTHEORGANISATIONHUT
24、CHISON,1997THUS,EMPLOYEESMAYEXPERIENCEHIGHLEVELSOFPCBANDHAVELOWLEVELSOFORGANISATIONALSUPPORT,YETSTILLPERCEIVETHEIRSUPERVISORSTOBESUPPORTIVEBUILDINGONTHISLITERATURE,WEADVANCETHEARGUMENTTHATPCBRESULTSINNEGATIVEOUTCOMESBECAUSEITSERVESASASIGNALTOEMPLOYEESTHATTHEORGANISATIONDOESNOTCAREABOUTTHEMORVALUETHE
25、CONTRIBUTIONSTHATTHEYMAKEINOTHERWORDS,WEARGUETHATBREACHDIMINISHESEMPLOYEESPOSTOSUPPORTOURARGUMENT,ITISBENEFICIALTOELABORATEONTHEINTERPLAYBETWEENTHESETWOCONSTRUCTSACCORDINGTOASELAGEANDEISENBERGER2003,EMPLOYEESINITIALLEVELSOFPOSAREDRIVENBYTHEPERCEIVEDFAVOURABLENESSOFTHEPROMISESTHATTHEORGANISATIONHASMA
26、DETOTHEMDURINGTHERECRUITMENTANDSOCIALISATIONPROCESSTHATIS,EMPLOYEESWHOAREOFFEREDATTRACTIVEEMPLOYMENTPACKAGESWILLLIKELYHAVEHIGHERINITIALLEVELSOFPOSHOWEVER,THEDEGREETOWHICHTHEORGANISATIONFULFILSTHOSEPROMISESLEADSTOCORRESPONDINGINCREASESORDECREASESINPOSASELAGEANDEISENBERGER,2003FOREXAMPLE,COYLESHAPIROA
27、NDKESSLER2000FOUNDSUPPORTFORTHEIRARGUMENTTHATEMPLOYEESBELIEFSTHATTHEORGANISATIONHADFULFILLEDTHEIRPSYCHOLOGICALCONTRACTSWOULDLEADTOHIGHERLEVELSOFPOSALSOSEECOYLESHAPIROANDCONWAY,2005KIEWITZETAL,INPRESSBASEDONTHESENOTIONSANDFINDINGS,WECONTENDTHATEMPLOYEESBELIEFSABOUTTHETRUEINTENTIONSOFTHEORGANISATION,A
28、SEXEMPLIFIEDBYTHEATTITUDESANDBEHAVIOURSOFORGANISATIONALAGENTS,EXERTACRUCIALINFLUENCEONTHEPCBPOSRELATIONSHIP,CAPABLEOFEITHERINTENSIFYINGORALLEVIATINGTHISASSOCIATIONWHILEDISCUSSIONOFTHERELATIONSHIPBETWEENPCBANDPOSHELPSUSTOUNDERSTANDWHYBREACHISDAMAGING,THEMAINOBJECTIVEOFTHISRESEARCHISTOEXPLORETHEWAYSTH
29、ATORGANISATIONSCANBUFFERTHEEFFECTSOFBROKENPROMISESONNEGATIVEOUTCOMESINORDERTOBETTERUNDERSTANDTHEROLESOFSUPERVISORS,MENTORSANDROLEMODELS,WENEEDTOEXAMINETHEINTERACTIONOFINDIVIDUALSWITHINABROADERSOCIALNETWORKOFACTORSEMERSON,1976ROUSSEAU2001ARGUESTHATWHENINFORMATIONISMISSINGORUNAVAILABLE,EMPLOYEESCOWORK
30、ERSPROVIDEINFORMATIONTHATFACILITATESUNDERSTANDINGOFSIGNALSFROMTHEORGANISATIONACCORDINGLY,WEARGUETHATWHENEMPLOYEESPERCEIVEAPCB,THEYWILLTURNTOOTHERSINTHEORGANISATIONTOBETTERUNDERSTANDWHATHASOCCURRED,FORANEXPLANATIONORFORSUPPORTHOANDLEVESQUE2005ANDDABOSANDROUSSEAU2004SUGGESTTHATSOCIALINFLUENCEEXERTEDBY
31、COWORKERSWHOARESOURCESOFFRIENDSHIPANDADVICEINFLUENCEEMPLOYEESBELIEFSABOUTWHATTHEORGANISATIONISOBLIGATEDTOPROVIDETOTHEMANDBELIEFSABOUTTHEEXTENTTOWHICHTHEORGANISATIONFULFILSITSOBLIGATIONSINTHISARTICLE,WEARGUENOTFORSOCIALINFLUENCEBUTRATHERFORSOCIALSUPPORTCOHENANDWILLIS,1985THATSUPERVISORS,MENTORSANDROL
32、EMODELSWILLHELPEMPLOYEESTODEALWITHPCBTHESEINDIVIDUALSWILLSHAPEEMPLOYEESPERCEPTIONSOFPCBBYOFFERINGEXPLANATIONSFORWHYBREACHOCCURREDORPROVIDINGSUPPORTTOHELPTHEMCOPEWITHBREACHMENTORSMAYHELPEMPLOYEESDEALWITHPCBBYPROVIDINGCAREERRELATEDSUPPORTANDPSYCHOSOCIALSUPPORTKRAM,1985TRADITIONALLY,MENTORINGRELATIONSH
33、IPSHAVEBEENDEFINEDASRELATIONSHIPSINWHICHASENIORPERSONWORKINGINTHEPROTGSORGANISATIONHELPSTHEPROTGDEVELOPPERSONALLYANDPROFESSIONALLYSTUDIESHAVESHOWNTHATEMPLOYEESWHOHAVEMENTORSHAVEHIGHERSALARIES,AREMORELIKELYTOBEPROMOTED,TENDTOBEMORESATISFIEDWITHTHEIRJOBSANDARELESSLIKELYTOQUITTHANTHOSEWHODONOTHAVEMENTO
34、RSSEEREVIEWSBYALLENETAL,2004DOUGHERTYANDDREHER,2007MENTORSUSUALLYHELPPROTGSBYPROVIDINGTHEMWITHCAREERRELATEDANDPSYCHOSOCIALSUPPORTKRAM,1985CAREERRELATEDSUPPORTINCLUDESTHEPROVISIONOFSPONSORSHIP,EXPOSURE,VISIBILITY,COACHING,PROTECTIONANDCHALLENGINGASSIGNMENTSSENIOREMPLOYEESUSETHEIREXPERIENCEANDINFLUENC
35、EWITHINTHEORGANISATIONTOHELPJUNIOREMPLOYEESACCLIMATISETOTHEORGANISATION,ATTRACTTHEATTENTIONOFOTHERSANDEARNPROMOTIONSPSYCHOSOCIALSUPPORTINCLUDESFRIENDSHIP,ACCEPTANCE,CONFIRMATIONANDCOUNSELLINGSUCHSUPPORTINTENDSTOENHANCEANINDIVIDUALSSENSEOFCOMPETENCE,IDENTITY,ANDEFFECTIVENESSINAPROFESSIONALROLEKRAM,19
36、8532WEEXPECTTHATBOTHCAREERRELATEDANDPSYCHOSOCIALSUPPORTPROVIDEDBYMENTORSWILLMITIGATETHENEGATIVEEFFECTSOFPCBSPECIFICALLY,MENTORSMAYBEABLETOMINIMISETHEHARMFULEFFECTSOFPCBSBYSERVINGASADVOCATESFOREMPLOYEESINFLUENTIALMENTORSMAYBEABLETOPERSUADETHEORGANISATIONTOFULFILITSOBLIGATIONSTOTHEIRPROTGSMENTORSMAYAL
37、SOBEABLETOTEACHEMPLOYEESHOWTORESPONDTOPCBINANORGANISATIONALLYAPPROPRIATEWAY,PARTICULARLYWHENBREACHANGERSBUTDOESNOTSERIOUSLYAFFECTEMPLOYEESMENTORSMAYALSOASSUAGEEMPLOYEERESPONSESTOBREACHTHROUGHFRIENDSHIPANDCOUNSELLINGSPECIFICALLY,WHENMENTORSSERVEASFRIENDSORCOUNSELLORS,THEYMAYALLOWEMPLOYEESTOLETOFFSTEA
38、MANDTHENOFFEREXPLANATIONSTOEMPLOYEESFORWHYTHEORGANISATIONWASUNABLETOFULFILITSPROMISESATTRIBUTIONTHEORYSUGGESTSTHATINDIVIDUALSTENDTOINITIALLYMAKEDISPOSITIONALATTRIBUTIONSFORTHEACTIONSOFOTHERS,BUTAREMORELIKELYTODRAWSITUATIONALATTRIBUTIONSIFTHEYTAKETHETIMETOFULLYCONSIDERTHECIRCUMSTANCESEGFISKEANDTAYLOR
39、,1991DISCUSSIONSWITHMENTORSMAYHELPEMPLOYEESTOMOREOBJECTIVELYUNDERSTANDTHECAUSESOFPCBANDMAKEATTRIBUTIONSTHATARELESSDAMAGINGWHENAPPROPRIATECONCLUSIONSINTHISARTICLE,WEEXPLOREDSUPPORTMECHANISMSTHATORGANISATIONSCANPUTINPLACETOLESSENTHEIMPACTTHATBREACHHASONEMPLOYEEPERCEPTIONSOFTHEIRSOCIALEXCHANGERELATIONS
40、HIPSWITHTHEORGANISATIONWEHYPOTHESISEDTHATSUPERVISORYRELATIONSHIPS,MENTORINGRELATIONSHIPSANDROLEMODELRELATIONSHIPSWOULDMODERATETHERELATIONSHIPBETWEENPCBANDPOSOURFINDINGSINDICATETHATMENTORINGRELATIONSHIPSANDSUPPORTIVESUPERVISORYRELATIONSHIPSREDUCETHENEGATIVERELATIONSHIPBETWEENPCBANDEMPLOYEEBELIEFSTHAT
41、THEORGANISATIONVALUESTHEIRCONTRIBUTIONSANDCARESABOUTTHEIRWELLBEINGHOWEVER,EMPLOYEESWHOMAINTAINEDRELATIONSHIPSWITHROLEMODELSACTUALLYHADLOWERPOSINRESPONSETOPCBOURRESULTSINFORMSCHOLARSEXAMININGTHEEFFECTSOFCONTEXTONEXCHANGERELATIONSHIPSBETWEENEMPLOYERANDEMPLOYEEASWELLASPRACTITIONERSSEEKINGTOFINDMETHODST
42、OLESSENTHENEGATIVEFALLOUTOFPCB资料来源HUMANRESOURCEMANAGEMENT200903P237259二、翻译文章译文指导者，监督者和行为榜样他们会减少心理契约违背的影响吗THOMASJZAGENCZYKRAYGIBNEYCHRISTIANKIEWITZSIMONLLOYDDRESTUBOG在如今的商业环境下，心理契约的违背已经成为许多组织中的大问题，因为员工认为，组织并不会站在他们的立场上为他们考虑。我们通过向员工提供指导者，监督者和行为榜样，来检验在组织支持（POS）的基础上，心理契约违背的负面影响能否被减少。在试验1中我们发现，指导型关系在6个月后，
43、对心理契约违背和组织支持间的关系开始起到缓和作用。试验2表明了指导型关系和监督者支持减少了契约违背对组织支持的负面影响。事与愿违的是，资料显示出来，与行为榜样维持关系的员工对组织支持的反馈水平，要低于未与其维持关系的员工。这些在接下来将会被讨论。引言初看之下，雇佣关系（EER）似乎就是雇主根据员工的工作业绩支付薪酬这么简单。然而员工通常认为，雇主承诺与培训，晋升或者其他无法在正式合同中体现的因素也有关系，尤其是在招聘和企业组织化的过程中。这些承诺建立在心理契约的基础上，被定义为一种相对稳定的模型。员工认为组织应该为他们行为表现的努力作同等的承诺，这种认知便被概括在这一模型里ROUSSEAU,1
44、995。重要的一点是，当组织实现了心理契约，员工对组织的承诺和表现会有更高水平的要求ZHAO等,2007。相比之下，如果未能实现，即组织违背了心理契约PCBMORRISON和ROBINSON,1997，通常会导致员工较差的表现，负面的态度和回避的行为KIEWITZ,2002ZHAO等,2007BORDIA等,2008RESTUBOG等,2008。组织契约违背的负面影响已同样成为学者和业内人士关注的重要话题，尤其是一些针对有过契约违背经历的，英美员工的实践性研究ROBINSON和ROUSSEAU,1994COYLESHAPIRO和KESSLER,2000，有些估计甚至高达89ROUSSEAU,1
45、995。高比例的组织契约违背和关系问题涉及到组织裁员、外包和快速变化等一系列因素，使得组织更难以履行其对员工的职责例如ROUSSEAU,1995。因为这些因素具有趋势的持续性ROUSSEAU,1995，能避免契约违背成为组织的难题。组织必须对这一问题加以重视，否则将会为如何解决它而大费周折。与被动或者消极的方法相比，针对这一问题，我们更主张采用前摄性的方法。为了达到这个效果，我们建议组织积极利用人力资源的主动性，比如雇佣新人的和创造的良好工作环境。更准确的说，我们假设组织中员工关系，包括指导者，监督者和行为榜样，可能会持续弱化契约违背的负面影响。我们的基本原理是，通过解释契约违背是如何产生的，
46、以及阐明员工应该如何处理，使指导者，监督者和行为榜样对员工对于契约违背的认知度发生变化。为了进行实证测验，我们对指导者，监督者和行为榜样是否能够缓和员工对组织契约违背的认识和POS间的关系做了研究POSIEEISENBERGER等,1986。我们之所以对POS进行研究，是因为它对工作行为有影响，包括工作业绩和人员流动率RHOADES和EISENBERGER,2002。在下面的章节中，我们将详细说明这些概念并描述一个能解释指导者，监督者、行为榜样缓和PCB和POSS间的关系的理论结构，并从与理论及实际意义讨论密切相关的实证性研究中得出结果。文献回顾与假说近几年来，心理契约理论ROUSSEAU,1
47、995和组织支持理论EISENBERGER等,1986已经成为研究雇佣关系的主导方法GUEST和CONWAY,2002COYLESHAPIRO和CONWAY,2005。这些理论方法从不同的角度探讨了其中的关系，促进我们对雇佣关系的理解。心理契约理论主要集中于解释员工态度和行为，作为员工关于组织契约违背认知的工具。相反的，组织支持理论EISENBERGER等,1986建议员工对组织值得肯定的一面作评价，并且从全局角度考虑组织对他们福利所做的贡献和关心EISENBERGER等,1986。当员工认为自己被组织重视和赞许时，他们就会以组织所期望的态度和行为表现来回应RHOADE和EISENBERGER
48、,2002。因此，当组织支持理论注重于员工对组织如何对待自己的全面评价，而不是组织是否有履行契约时，心理契约理论则注重关于雇佣关系（契约实现违背）的另外一面。虽然心理契约和组织支持理论在研究雇佣关系上采用不同的方式，但它们都将雇佣关系定义为，员工忠诚和努力工作与雇主提供报酬和良好工作条件之间的一种社会交换ASELAGE和EISENBERGER,2003。并且，它们都将雇佣关系设想为是建立在互惠的准则上，规定个人必须向帮助自己的人作出回报GOULDNER,1960。如果员工认为自己受到了组织的良好对待，便会全力以赴以实现组织目标。否则，组织的消极对待会促使员工产生消极的态度，情绪和行为表现。值得
49、注意的是，员工对组织的人性化，是为了了解组织意图。比如说，员工代表组织的行为被认为是代表了组织自身的意图LEVINSON,1965。这与组织支持理论是相关的，因为组织机构的人性化被理解为是组织支持其员工的标志EISENBERGER等1986。当员工心理契约的实现和组织对自己的支持进行评价时，他们会总和这些信息，对组织自发的行为和监控之下的行为作出辨析。例如，实证性研究清楚地表明，员工个人会对组织和监督者的心理契约违背例如HUTCHISON,1997RESTUBOG和BORDIA,2006CHEN等,2008，组织和监督者的支持EISENBERGER等,2002，支持源于监督者，管理还是组织HUTCHISON,1997作区分。因此，员工可能会对组织契约违背有更多的体验，而对组织支持的认识较少，尽管他们的主管给予过他们支持。在文献的基础上，我们改进了PCB的负面结论，因为它象征着一个组织不关心员工或者其创造的价值。换句话说，我们认为这种违背减低了员工的对组织的支持。为了强化我们的论点，我们有必要对这两者之间的相互作用作详细说明。根据ASELAGE和EISENBERGER2003的研究，员工对组织最初的支持水平，取决于招聘和组织化进程中组织对其承诺的实现度。那就是说，那些被给予富有吸引力的雇佣条件的员工，对组织的
