Organizational change and the psychological contract

Purpose – This study aims to examine how organizational change and attitude towards change affects the fulfillment of the psychological contract. The influence of type of change, impact of change, former change experiences and frequency of change on fulfillment of the psychological contract is assessed, as well as the influence on the employee's attitude towards change. Design/methodology/approach – Regression analyses were carried out to test the effects of the change antecedents and the attitude towards change on the fulfillment of the psychological contract and to test the effects of the change determinants on the attitude towards change. The data used in this study are from 161 respondents working for different organizations who completed an online questionnaire. Findings – The results show that type of change, impact and former experience with organizational change influence attitude towards change. With respect to the fulfillment of the psychological contract, only frequency, former experiences and the attitude towards change had an impact. Research limitations/implications – A limitation is the cross-sectional design of the study. A recommendation for future research is to further explore the results by using case studies or longitudinal research. Practical implications – This study contributes to managers', HR professionals' and change professionals' understanding of the change factors that have the highest impact for employees. Originality/value – This study highlights the effects of organizational changes on the psychological contract and includes the role of attitude towards change. Empirical research in this area is scarce.