Psychological contract and organizational misbehavior: Exploring the moderating and mediating effects of organizational health and psychological contract breach in Iraqi oil tanks company

Figures & data

Figure 1. The research framework.

Table 1. Demographic profile of the respondents

Variable	Frequency	Percentage
Gender
Male	166	68
Female	78	32
Total	244	100
Age
21–25 years	32	13
26–30 years	51	21
31–35 years	60	25
36–40 years	77	31
Above 40 years	24	10
Total	244	100
Academic qualification
High school	51	21
Diploma	67	27
Bachelors	85	35
Masters	41	17
Total	244	100
Experience
Less than 1 year	20	8
1–3 years	27	11
3–5 years	40	16
5–10 years	69	29
10–20 years	30	12
Above 20 years	58	24
Total	244	100

Table 2. Corrected ‎item–total ‎correlation

Corrected item–total correlation	No. items	Corrected item–total correlation	No. items	Corrected item–total correlation	No. items	Corrected item–total correlation	No. items
.465	70	.564	47	.598	24	.564	1
.576	71	.876	48	.665	25	.572	2
.642	72	.657	49	.623	26	.587	3
.467	73	.653	50	.743	27	.577	4
.768	74	.678	51	.645	28	.766	5
.877	75	.560	52	.456	29	.565	6
.675	76	.878	53	.782	30	.887	7
.609	77	.453	54	.455	31	.604	8
.676	78	.692	55	.566	32	.600	9
.456	79	.501	56	.984	33	.712	10
.519	80	.691	57	.633	34	.510	11
.583	81	.554	58	.757	35	.587	12
.565	82	.695	59	.673	36	.755	13
.531	83	.656	60	.806	37	.751	14
.520	84	.538	61	.789	38	.598	15
.678	85	.638	62	.638	39	.522	16
.884	86	.746	63	.699	40	.754	17
.820	87	.828	64	.546	41	.712	18
.848	88	.617	65	.662	42	.767	19
.746	89	.722	66	.634	43	.699	20
.755	90	.736	67	.749	44	.745	21
.760	91	.707	68	.833	45	.580	22
.736	92	.736	69	.635	46	.750	23

Table 3. Cronbach’s alpha values

The Scale	Alpha—Cronbach
Psychological contract	0.78
Organisational health	0.88
Psychological contract breach	0.84
Organisational misbehaviour	0.81

Table 4. Descriptive statistics and correlation coefficients‎

	Mean	Std. Deviation	PC	ORH	PCB	OMB
PC	3.32	0.94	1
ORH	3.10	0.77	0.563**	1
PCB	3.30	1.29	0.584**	0.531**	1
OMB	3.19	1.`18	0.542**	0.596**	0.567**	1

N = 201. Alpha reliabilities appear in parentheses.

PC, psychological contract‎, ORH, organisational health‎; PCB, psychological contract breach; OMB, organisational misbehaviour‎.

*Correlation is significant at the 0.05 level (two-tailed).

**Correlation is significant at the 0.01 level (two-tailed).

Table 5. Hypothesis testing ‎

Variables					Estimate	CR	P	Results
PC	‎—>‎		PCB		−.333	− 6.234	***	Accept
PCB	‎—>‎		OMB		.424	8.098	***	Accept
PC*ORH	‎—>‎		PCB		.355	7.643	***	Accept
PC	‎—>‎		OMB		.360-	−6.174	***	Accept
PC*ORH	‎—>‎		OMB		.250	3.656	***	Accept
PC	‎—>‎	PCB	‎—>‎	OMB	−.141	−7.237	***	Accept

Table A1. Principal axis factor analysis, the oblimin rotation‎ for psychological contract

Item	Factor loadings
	Transactional contract	Relational contract
1. I do this job just for the money.	.64
2. I prefer to work a strictly defined set of working hours.	.51
3. I do not identify with the organization’s goals.	.53
4. It is important not to get too involved in your job.	.68
5. I expect to be paid for any overtime I do.	.50
6. I come to work purely to get the job done.	.86
7. My long-term future does not lie with this organization.	.47
8. My loyalty to the organization is contract specific.	.59
9. I only carry out what is necessary to get the job done.	.87
10. It is important not to get too attached to your place of work.	.88
11. I work to achieve the purely short-term goals of my job.	.52
12. My commitment to this organization is defined by my contract.	.46
13. My long-term future lies within this organization.	.74
14. I will work for this company indefinitely.	.81
15. My job means more to me than just a means of paying the bills.	.53
16. It is important to be flexible and to work irregular hours if necessary.	.66
17. I am heavily involved in my place of work.	.68
18. I intend to stay in this job for a long time (i.e., over 2–3 years).	.89
19. As long as I reach the targets specified in my job, 1 am satisfied.	.85
20. I work only the hours set out in my contract and no more.	.84
21. I expect to develop my skills (via training) in this company.		.66
22. I expect to gain promotion in this company with a length of service and effort to achieve goals.		.45
23. I expect to grow in this organization.		.76
24. To me working for this organization is like being a member of a family.		.58
25. I go out of my way for colleagues whom I will call on at a later date to return the favor.		.56
26. My job means more to me than just a means of paying the bills.		.51
27. I feel this company reciprocates the effort put in by its employees.		.53
28. The organization develops—rewards employees who work hard and exert themselves.		.75
29. I am motivated to contribute 100% to this company in return for future employment benefits.		.62
30. I have a reasonable chance of promotion if I work hard.		.92
31. My career path in the organization is clearly mapped out.		.77
32. I feel part of a team in this organization.		.71
33. This job is a stepping stone in my career development.		.65

Table A2. Principal axis factor analysis, the oblimin rotation‎ for psychological contract breach and psychological contract violation

Item	Factor loadings
	Contract breach	Contract violation
1. Almost all the promises made by my employer during recruitment have been kept so far.	.53
2. I feel that my employer has come through in fulfilling the promises made to me when I was hired.	.76
3. So far my employer has done an excellent job of fulfilling its promises to me.	.71
4. I have not received everything promised to me in exchange for my contribution.	.78
5. My employer has broken many of its promises to me even though I’ve upheld my side of the deal.	.73
6. I feel a great deal of anger toward my organization.		.67
7. I feel betrayed by my organization.		.79
8. I feel that my organization has violated the contract between us.		.72
9. I feel extremely frustrated by how I have been treated by my organization.		.75

Table A3. Principal axis factor analysis, the oblimin rotation‎ for organizational health

Item	Factor loadings
	Integrity	Effects of managers	Consideration	Structure	Resources' support	Morals	Concentration
1. Managers are protected from the unreasonable community and parental demands.	.56
2. The organization is vulnerable to outside pressures.	.80
3. A few managers can change organization policy.	.83
4. The principal gets what he or she wants from superiors.		.51
5. The principal is able to work well with the superintendent.		.65
6. The principal is impeded by superiors.		.49
7. The principal is friendly and approachable.			.83
8. The principal treats all members as his or her equal.			.78
9. The principal puts suggestions made by the members into operation.			.70
10. The principal makes his or her attitudes clear to the organization.				.90
11. The principal lets members know what is expected of them.				.64
12. The principal maintains definite standards of performance.				.84
13. Extra materials are available if requested.					.54
14. Members have access to needed instructional materials.					.76
15. Supplementary materials are available for work.					.89
16. Employees in this organization like each other.						.82
17. Employees accomplish their jobs with enthusiasm.						.86
18. Employees in this organization are cool and aloof from each other.						.80
19. The organization sets high standards for performance.							.51
20. Members respect others who get good grades.							.65
21. The organization environment is orderly and serious.							.59

Table A4. Principal axis factor analysis, the oblimin rotation‎ for organizational misbehavior

Item	Factor loadings
	Sabotage	Withdrawal	Production deviance	Theft	Abuse
1. Purposely wasted your employer’s materials/supplies.	.76
2. Purposely damaged a piece of equipment or property.	.89
3. Purposely dirtied or littered your place of work.	.81
4. Came to work late without permission.		.55
5. Stayed home from work and said you were sick when you were not.		.76
6. Taken a longer break than you were allowed to take.		.48
7. Left work earlier than you were allowed to.		.87
8. Purposely did your work incorrectly.			.77
9. Purposely worked slowly when things needed to get done.			.56
10. Purposely failed to follow instructions.			.81
11. Stolen something belonging to your employer.				.92
12. Took supplies or tools home without permission.				.75
13. Put in to be paid for more hours than you worked.				.59
14. Took money from your employer without permission.				.83
15. Stole something belonging to someone at work.				.87
16. Told people outside the job what a lousy place you work for.					.75
17. Started or continued a damaging or harmful rumor at work.					.49
18. Been nasty or rude to a client or customer.					.71
19. Insulted someone about their job performance.					.59
20. Made fun of someone’s personal life.					.61
21. Ignored someone at work.					.82
22. Blamed someone at work for the error you made.					.75
23. Started an argument with someone at work.					.57
24. Verbally abused someone at work.					.73
25. Made an obscene gesture (the Wnger) to someone at work.					.90
26. Threatened someone at work with violence.					.54
27. Threatened someone at work, but not physically.					.73
28. Said something obscene to someone at work to make them feel bad.					.93
29. Did something to make someone at work look bad.					.58
30. Played a mean prank to embarrass someone at work.					.61
31. Looked at someone at work’s private mail/property without permission.					.87
32. Hit or pushed someone at work.					.80
33. Insulted or made fun of someone at work.					.56