Human Relations, Ahead of Print.
This article explores the effects of an unpredictable work scheduling practice: last-minute schedule changes. We examine the effects of two forms of last-minute schedule changes—unexpected additions or reductions to one’s work schedule—on employee reactions. More specifically, drawing from psychological contract theory, we argue that experiencing more last-minute work schedule changes precipitates psychological contract breach and, in turn, influences employee job performance. Furthermore, we model the opportunity to offer input into schedule change requests as a moderator that buffers negative reactions to last-minute schedule changes. Results of a three-wave field study suggest that last-minute hour additions, but not hour reductions, increase employees’ breach perceptions of psychological contracts related to work schedules and, in turn, result in a decrease in task performance and organizational citizenship behaviors and an increase in counterproductive work behaviors. The indirect effects become weaker when employees are offered the opportunity to provide input into schedule changes. We discuss the theoretical and practical implications of these findings.