Editing Psychological contract (section)

==Breach==
Psychological contracts are largely reliant on promises between the employer and employee being kept, with trust being the basis for the social exchange.<ref name=":2">van den Heuvel, Sjoerd, and Rene Schalk. "The Relationship Between Fulfillment Of The Psychological Contract And Resistance To Change During Organizational Transformations." ''Journal of Experimental Botany'' 66.6 (2015): 283–313. Academic Search Ultimate. Web. 21 October 2016.</ref> A breach in the psychological contract occurs if employees perceive that their firm, or its agents, have failed to deliver on what they perceive was promised, or vice versa. Employees or employers who perceive a breach are likely to respond negatively as it may oftentimes result in an immediate response of mistrust from the other side.<ref name=":2" /> Responses may occur in the form of reduced loyalty, commitment, and organizational citizenship behaviors. These feelings typically increase negative tension in the environment. Perceptions that one's psychological contract has been breached may arise shortly after the employee joins the company or even after years of satisfactory service. A breach in the contract may occur when the organizational changes are not necessarily beneficial for employees because of extenuating factors such as globalization and fast-changing markets.<ref name=":2" /> The impact may be localized and contained, but if morale is more generally affected, the performance of the organization may be diminished. The risk for breach may be reduced when the organization knows and respects the contracts of the employees. Further, if the activities of the organization are perceived as being unjust or immoral, e.g. aggressive downsizing or outsourcing causing significant unemployment, its public reputation and brand image may also be damaged.<ref name=":2" />