Psychological Contract and Innovative Behavior: the Moderating Role of Perceived Supervisor Support

From the psychological perspective, the study develops and tests a theoretical model of employee innovative behavior. Psychological contract and employee perceived supervisor support are modeled to influence employee innovative behavior. The relational and transactional components of psychological contract are examined. Results of analyzing 116 employee-supervisor dyads show that: (1) the employee with relational but not transactional obligations relate positively to innovative behavior; (2) employee having perceived supervisor support relates positively to innovative behavior; (3) supervisor support moderates the relationship between transactional obligations and innovative behavior so that the relationship is positive when employees perceive high level of supervisor support, while the relationship turns negative when employees perceive a low level of supervisor support. Implications of the findings are discussed.