IT consultants' voluntary contract termination - a psychological contract perspective

Gro Bjerknes, Karlheinz Kautz

Research output: Chapter in Book/Report/Conference proceedingConference PaperResearch


This research explores the question why IT consultants terminate their employment contracts in a labour market with job drought, downsizing and salary cuts when they were among those who kept their jobs during layoffs. A process model for the maintenance of a psychological contract between employees and employers is presented, which combines the concept of psychological contract with a theory of the relation between intrinsic motivation and management practices and with theories of identity, self-esteem, influence and power. The research verifies and specifies the model based on a revelatory case study. The model helps explaining IT consultants' behavior of voluntarily terminating their employment contracts beyond the crisis situation in the IT industry some years ago which motivated this research originally. It should assist managers in a more general context in avoiding practices, which might lead to their employees' loss of intrinsic motivation and as a consequence to the loss of valuable employees for the organization. Bjerknes & Kautz

Original languageEnglish
Title of host publicationACIS 2012 - Proceedings of the 23rd Australasian Conference on Information Systems
Subtitle of host publication3 – 5 December 2012 Deakin University, Geelong
EditorsJohn Lamp
Place of PublicationGeelong VIC AUS
Publication statusPublished - Dec 2012
Externally publishedYes
EventAustralasian Conference on Information Systems 2012 - Deakin University, Geelong, Australia
Duration: 3 Dec 20125 Dec 2012
Conference number: 23rd (Proceedings)


ConferenceAustralasian Conference on Information Systems 2012
Abbreviated titleACIS 2012
Internet address


  • IT consultants
  • Psychological contract
  • Voluntary contract termination

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