The relationship between fulfilment of the psychological contract and resistance to change during organizational transformations

Because of ongoing globalization, changing markets and political developments, the degree of organizational change has increased significantly in the last decades. Organizations value employees who are willing and able to respond positively to change. Trust and social capital, based on fulfilling mutual expectations are important determinants of successful organizational change. The present study investigates the relationship between fulfilment of the psychological contract and resistance to organization-related change. In a sample of 208 employees in ten Dutch organizations, data were gathered using questionnaires. The results showed a significant negative relationship between fulfilment of the organization side of the psychological contract and affective resistance to change. The more the organization had fulfilled its promises in the employee's perception, the less the employee resisted the organizational change. In addition the type of organizational change significantly moderated the relationship between fulfilment of the psychological contract and resistance to change. By maintaining good psychological contracts with employees, organizations can build trust, which could prevent resistance to change.