外文文献翻译译文一、 外文原文原文原文Mentors,Mentors, supervisorssupervisors andand rolerole models:models: dodo theythey reducereduce thethe effectseffects ofof psychologicalpsychological contractcontract breach?breach?Thomas J. ZagenczykRay GibneyChristian KiewitzSimon Lloyd D. RestubogPsychological contract breach has become a significant problem for many organisations in todays business environment because it fosters a belief within employees that the organisation does not support them. Accordingly, we examine whether organisations can diminish the negative impact of psychological contract breach on perceived organisational support (POS) by providing employees with mentors, supportive supervisors and role models. In Study 1, we found that mentor relationships moderated the relationship between psychological contract breach and POS six months later. In Study 2, we showed that mentor relationships and supervisor support reduced the negative impact of contract breach on POS. Contrary to expectations, employees who maintained relationships with role models reported lower levels of POS in response to psychological contract breach than those employees who reported that they did not have role models in their organisations. Implications for research and practice are discussed.INTRODUCTIONAt first glance, the employeremployee relationship (EER) seems to be a simple one in which the employer offers compensation for performance of job duties.Yet employees often perceive that the employer makes promises related to training, promotions or other factors not explicitly recognised in formal contracts, particularly during recruiting and socialisation periods. These perceived promises form the basis of psychological contracts, defined as relatively stable mental models that encapsulate the perceived promises employees believe the organisation has made to them in exchange for their efforts on behalf of the organisation (Rousseau, 1995). Importantly, when organisations fulfil these psychological contracts, employees tend to have higher levels of organisational commitment and performance (Zhao et al.,2007). In contrast, failure to fulfil psychological contracts termed psychological contract breach (PCB; Morrison and Robinson, 1997) usually results in reducedperformance, negative attitudes and withdrawal behaviours (Kiewitz, 2002; Zhao et al., 2007; Bordia et al., 2008; Restubog et al., 2008). The negative ramifications of PCB have rendered the topic important for scholars and practitioners alike, especially as empirical studies show that the majority of UK and US employees report experiences of breach (Robinson and Rousseau, 1994; Coyle-Shapiro and Kessler, 2000), with some estimates being as high as 89% (Rousseau, 1995). The high percentage of perceived PCBs and the associated problems pose a particular concern for organisations as downsizing, outsourcing and rapid change make it increasingly difficult for them to fulfil the obligations of employees (e.g. Rousseau, 1995). Because these trends are likely to continue (Rousseau, 1995), avoiding PCB is a difficult and perhaps an impossible task for todays organisations. Yet organisations need to address this important issue, which naturally raises the question of how to do so. We advocate taking a proactive approach to the issue, as this promises a greater chance to diminish negative consequences in comparison to a passive or reactive approach. To this effect, we suggest that organisations actively utilise some of the human resource (HR) initiatives that are employed to facilitate newcomer socialisation and the creation of supportive work environments. More precisely, we posit that employees relationships with other key individuals in the organisation including mentors, supervisors and role models may substantially weaken the negative effects of PCB. Our rationale is that these third parties may shape employees perceptions of psychological breach by offering explanations for why breach occurred or by helping employees cope with it. In order to empirically test this notion, we explore whether relationships with mentors, supervisors and role models moderate the negative relationship between employees perceptions of PCB and perceived organisational support (POS; i.e. Eisenberger et al., 1986). We explore POS because research indicates that it influences a host of work-related behaviours, including job performance and turnover (review in Rhoades and Eisenberger, 2002). In the following sections, we elaborate on these notions and delineate a theoretical framework that accounts for the potential of mentors, supervisors and role models to moderate the relationship between PCB and POS. We then present results from two empirical studies and close with a discussion of theoretical and practical implications.LITERATURE REVIEW AND HYPOTHESESIn recent years, psychological contract theory (Rousseau, 1995) and organizational support theory (Eisenberger et al., 1986) have emerged as t