Psychological contract breach's antecedents and outcomes in salespeople: The roles of psychological climate, job attitudes, and turnover intention

Salespeople develop expectations of their organization based on actual and perceived promises. When the organization does not fulfill these promises, psychological contract breach occurs. This study investigates the association between psychological climate aspects, psychological contract breach, job attitudes (job satisfaction and organizational commitment), and turnover intention in salespeople. Using a sample of 308 respondents, results indicate that (1) psychological climate dimensions of autonomy, involvement, performance feedback, and clarity of organizational goals affect psychological contract breach, (2) psychological contract breach mediates the impact of autonomy, involvement, performance feedback, and clarity of organizational goals on job attitudes, and (3) job attitudes mediate the impact of psychological contract breach on turnover intention. Findings support psychological contract breach as a critical framework for understanding salesperson–employer relationships. •The nature of the business-to-business salesperson role is in the midst of substantial change.•We examine antecedents and outcomes of psychological contract breach in business-to-business salespeople.•Psychological climate dimensions affect psychological contract breach.•Psychological climate dimensions affect job attitudes indirectly through psychological contract breach.•Psychological contract breach affects turnover intention indirect-only through job attitudes.