The Impact of Perception of Psychological Contract Compliance on Organizational Citizenship Behavior of SMEs Workers

Abstract

Background/Objectives: Small and medium-sized enterprises(SMEs) lack resources compared to large enterprises, so their explicit wage level and welfare benefits are relatively weak. Therefore, by recognizing compliance with psychological contracts, it was decided to check whether it could induce OCB that affects organizational performance. Methods/Statistical analysis: The research model and hypothesis were established based on the existing studies. Whether or not to comply with psychological contracts recognized by workers in SMEs was an independent variable, and their OCB was set as a dependent variable. Organizational loyalty was set as a
parameter between the two variables while confirming the mutual influence. Data was collected through a questionnaire. Data analysis was performed using SPSS 23.0 and AMOS 22.0 programs. Findings: According to the outcome of this study, Perceptions of compliance with psychological contracts do not directly affect OCB. It was confirmed that the perception of compliance with psychological contracts affect the organizational loyalty, and organizational loyalty exert influence on OCB. Therefore, it was confirmed that the perception of compliance with psychological contracts indirectly influences OCB through organizational loyalty. Among psychological contracts, in the comparison between the transactional psychological contract and the relational psychological contract, it was confirmed that the transactional psychological contract had a greater influence on organizational loyalty.
Improvements/Applications: In order to induce OCB of SMEs workers, it is necessary to pay attention to organizational loyalty. To this end, it is necessary to manage psychological contracts, especially transactional psychological contracts.