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外文翻译.docVIP

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？外文翻译 外文文献翻译译文 外文原文 原文 Mentors, supervisors and role models: do they reduce the effects of psychological contract breach? Thomas J. Zagenczyk Ray Gibney Christian Kiewitz Simon Lloyd D. Restubog Psychological contract breach has become a significant problem for many organisations in today’s business environment because it fosters a belief within employees that the organisation does not support them. Accordingly, we examine whether organisations can diminish the negative impact of psychological contract breach on perceived organisational support POS by providing employees with mentors, supportive supervisors and role models. In Study 1, we found that mentor relationships moderated the relationship between psychological contract breach and POS six months later. In Study 2, we showed that mentor relationships and supervisor support reduced the negative impact of contract breach on POS. Contrary to expectations, employees who maintained relationships with role models reported lower levels of POS in response to psychological contract breach than those employees who reported that they did not have role models in their organisations. Implications for research and practice are discussed. INTRODUCTION At first glance, the employer?employee relationship EER seems to be a simple one in which the employer offers compensation for performance of job duties. Yet employees often perceive that the employer makes promises related to training, promotions or other factors not explicitly recognised in formal contracts, particularly during recruiting and socialisation periods. These perceived promises form the basis of psychological contracts, defined as relatively stable mental models that encapsulate the perceived promises employees believe the organisation has made to them in exchange for their efforts on behalf of the organisation Rousseau, 1995. Importantly, when organisations fulfil these psychological contracts, employees tend to