Perceived organizational support and psychological contracts: a theoretical integration

Abstract Although organizational support theory and psychological contract theory both stress social exchange processes in the establishment and maintenance of the employee–employer relationship, they have focused on different aspects of this relationship. We suggest that, far from being independent, the different parts of the employee–employer association considered by the two theories are mutually interdependent. Further, key processes identified by each theory influence the relationships described by the other theory. To further the understanding of the employee–employer relationship, we provide an integrated account that emphasizes the interdependence of perceived organizational support and the psychological contract. Copyright © 2003 John Wiley & Sons, Ltd.