This study identified separate employee-organization obligations and employee-manager obligations within the framework of the psychological contract. Additionally, this study examined the consequences of employee-organization and employee manager/supervisor psychological contract violations. According to Rousseau, the "psychological contract is individual beliefs, shaped by the organization regarding terms of an exchange agreement between individuals and their organization." This includes a person's beliefs regarding obligations made, accepted, and relied on between himself or herself and another employee, client, manager/supervisor, or organization.; This exploratory study employed written surveys, including structured and open ended obligation questions from 62 respondents and in-depth interviews with 25 people to address the following questions: What is the content and nature of company versus supervisor obligations to employees? What difference does violating company or supervisor obligations make in employee attitudes and behavior?; This study revealed key supervisor obligations: employees expect their supervisor to "partner" with them to ensure their career success and good performance, ensure job autonomy and participation, and foster collaborative relationships in a respectful and positive work environment. Employees expect managers to lead by example, be fair and honest in all dealings with subordinates, and recognize and reward good performance. Obligations of the organization included providing vision, infrastructure, adequate resources, effective leadership, and clear policies that support employee and company success. The company should ensure job security by remaining competitive in the marketplace and informing employees about changes that may affect their job continuity.; This study also identified integrity as an essential organization and manager obligation not fully explored in previous psychological contract research. Employees see the organization as obligated to develop "high integrity leaders" at all levels. While the company may operate with less than high integrity, there is little or no tolerance for lack of integrity in one's immediate manager.; Psychological contract violations on the part of the company or manager decrease satisfaction, commitment, and performance, diminish psychological health, reduce trust, and facilitate people leaving the company. In general, violations create employee perceptions of "lack of integrity" in the contract breaker. Additionally, company and supervisor psychological contract violations may each affect employee attitudes and behavior differently.
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