The Relationship between Psychological Contract Breach and Turnover Intention and Organizational Citizenship Behavior Emphasizing the Moderating Role of Power Distance

Employees are sensitive to promises offered at the beginning of their employment and if these promises are breached, they react in different ways. These reactions differ in different cultures. The purpose of this research is to shed some light on the relationship between psychological contract breach and organizational citizenship behavior and turnover intention emphasizing the moderating role of power distance. This research project is an applied, descriptive survey. Statistical population consisted of 268 girls’ high-school teachers in Aliabad Katool. Utilizing simple random sampling method, 154 teachers were selected. To collect data, four questionnaires were used: Robbinson and Morrison’s Psychological Contract Breach (2000), Podsakoff’s Organizational Citizenship Behavior (1991), Common et al’s Turnover Intention (1979), and Dorfman and Howell’s Power Distance (1980). Cronbach’s alpha of the questionnaires was more than 0.7. To analyze data, structural equation modeling, as well as LISREL software, were used. Results show that there are negative relationship between psychological contract breach and organizational citizenship behavior and positive relationship between psychological contract breach and turnover intention. Also, power distance plays no moderating role on the relationship between psychological contract breach and turnover intention and organizational citizenship behavior.