I’m betrayed and I’m gone – unless organizational leaders convince me otherwise: Perceived contract breaches, quitting intentions, and leader-related resources

IF 1.2 Q4 MANAGEMENT

Africa Journal of Management Pub Date : 2023-07-03 DOI:10.1080/23322373.2023.2232131

D. De Clercq, Renato Pereira

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引用次数: 0

Abstract

ABSTRACT Employees’ perceptions that their organization has not met its promises toward them (i.e., perceived contract breaches) might inform their turnover intentions, in a link that also could be moderated by four relevant leader-related resources – two that reflect how organizational leaders share knowledge (communication efficiency and informational justice) and two that capture the nature of the relationship between employees and organizational authorities (humility and forgiveness). Using survey data collected among employees who operate in the oil distribution sector in Angola, this study shows that employees’ frustrations about broken organizational promises fuel their desire to quit their jobs, but less so when these employees believe that organizational leaders communicate efficiently and fairly, exhibit humility in their interactions with leaders, and perceive the leaders as forgiving. For organizations, these results provide novel insights into various conditions in which irritations about unmet expectations are less likely to escalate into a detrimental situation in which employees plan to leave.

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我被背叛了，我离开了——除非组织领导说服我：感知到的合同违约、辞职意图和与领导相关的资源

摘要员工认为他们的组织没有履行对他们的承诺（即感知到的合同违约）可能会影响他们的离职意向，这一联系也可以由四种与领导者相关的资源来调节——两种反映了组织领导者如何分享知识（沟通效率和信息公正），另两种反映员工与组织权威之间关系的性质（谦逊和宽恕）。利用在安哥拉石油分销行业工作的员工中收集的调查数据，这项研究表明，员工对违背组织承诺的沮丧情绪会激发他们辞职的欲望，但当这些员工认为组织领导者高效、公平地沟通，在与领导者的互动中表现出谦逊，并认为领导者是宽容的。对于组织来说，这些结果为了解各种情况提供了新的见解，在这些情况下，对未满足期望的愤怒不太可能升级为员工计划离职的有害情况。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Africa Journal of Management Business, Management and Accounting-Business and International Management

CiteScore

2.80

自引率

15.40%

发文量

期刊介绍： The beginning of the Twenty First Century has witnessed Africa’s rise and progress as one of the fastest growing and most promising regions of the world. At the same time, serious challenges remain. To sustain and speed up momentum, avoid reversal, and deal effectively with emerging challenges and opportunities, Africa needs better management scholarship, education and practice. The purpose of the Africa Journal of Management (AJOM) is to advance management theory, research, education, practice and service in Africa by promoting the production and dissemination of high quality and relevant manuscripts. AJOM is committed to publishing original, rigorous, scholarly empirical and theoretical research papers, which demonstrate clear understanding of the management literature and draw on Africa’s local indigenous knowledge, wisdom and current realities. As the first scholarly journal of the Africa Academy of Management (AFAM), AJOM gives voice to all those who are committed to advancing management scholarship, education and practice in or about Africa, for the benefit of all of Africa. AJOM welcomes manuscripts that develop, test, replicate or validate management theories, tools and methods with Africa as the starting point. The journal is open to a wide range of quality, evidence-based methodological approaches and methods that “link” “Western” management theories with Africa’s indigenous knowledge systems, methods and practice. We are particularly interested in manuscripts which address Africa’s most important development needs, challenges and opportunities as well as the big management questions of the day. We are interested in research papers which address issues of ethical conduct in different African settings.