48-62

• Malaki, Nikoleta

Purpose: The purpose of this paper is to study the psychological contract between individual and organizations under the scope of the six-dimension model proposed by Sels et al (2006) in the public sector. Design/Methodology/Approach: Two variables are examined; job satisfaction and organizational commitment. The study begins by reviewing the psychological contract literature and relates it to change management leading to breach and violation outcomes. A sample of 250 questionnaires were distributed to OSE based on the proposed model of Sels et al (2006). Findings: Hypotheses were not supported in their majority due to insufficient data and inconsistency between answers. Further research is needed to determine results. Research limitations/implications: The results presented in this study should be considered only partial, since no research was conducted prior public sector reform so comparison was impossible. Practical implications: This study measures the psychological contract from both the employer’s and employee’s perspective. However, the timing may not have allowed for concrete answers so as to compare results between the two parties. Originality/value: The main contribution of this research is that it is unique in its content; hypotheses manifested themselves based on personal assumptions rather than already tested ones. No hypotheses are formed between the two dependent variables of job satisfaction and organizational commitment, or psychological violation/breach with any of the two outcomes-in terms of causality-for they are widely studied and tested in literature.

• Economics and Business
• Engineering and technology

• Public administration
• Organizational sociology

psychological contract, job satisfaction, organizational commitment, change, public sector

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