ROLE OF SOCIAL INFLUENCE IN THE PSYCHOLOGICAL CONTRACT

Abstract

Since the 60s, many authors used the concept of psychological contract and examined its role to better understand and manage the employment relationship. In this paper, we defended the theory that social influence, considered as an organizational phenomenon difficult to be identified, could influence the behavior of employees. We present the conceptual framework and drew up an empirical research through a case study of a Tunisian bank, namely the « SND » bank. We could analyze in depth the case of a furthest breach called the suicide. This investigation showed that employment and psychological contract are two necessary conditions but not sufficient, because at any moment the sense of organizational injustice may provoke the loss of trust and therefore the breach. The more social influence sparkes off a cognitive dissonance, the greater the break will occur with speed and scope, and will affect
any contract.