Employee Responsibilities and Rights Journal, Vol. 13, No. 2, June 2001 ( C  2002) Settling the Score: The Role of Organizational Justice in the Relationship Between Psychological Contract Breach and Anticitizenship Behavior 1 Jill R. Kickul, 2,4 George Neuman, 3 Christopher Parker, 3 and Jon Finkl 2 This study investigated the role of psychological contract breach, procedural justice, and interactional justice in influencing employees’ anticitizenship behaviors. It was posited that the association between contract breach and these negative employee outcomes would be moderated by perceptions of both procedural and interactional justice. In particular, employees’ anticitizenship behaviors are hypothesized to be higher following a breach when both procedural and interactional justice are low. One hundred and sixty-five employees from a variety of organizational settings completed measures of contract breach, procedural justice, and interactional justice whereas their respective supervisors completed a measure of anticitizenship behavior. Results revealed a 3-way interaction between contract breach, procedural justice, and interactional justice on anticitizenship behavior. The nature of the interaction was further investigated through simple slope analyses. Consistent with the study’s propositions, anticitizenship behavior was higher following a contract breach when both procedural and interactional justice were low. Theoretical and practical implications as well as directions for future research are discussed. KEY WORDS: psychological contract breach; procedural justice; interactional justice; anticitizenship behavior. As the trends toward restructuring, globalization, and strong international competition continue, organizations are increasingly pressured to make rapid changes and accommo- dations to their workforce (Cappelli, 1999; Hitt, 1998; Kreitner & Kinicki, 1995; Robbins, 1994). Along with these changes, organizations are finding that they must manage, renego- tiate, and in some cases, abrogate the psychological contract that they have established with their employees (Rousseau, 1995; Turnley & Feldman, 1999). Psychological contracts, in general, are the set of beliefs and promises held by an individual employee about the terms of the exchange agreement between the employee and his/her organization (Rousseau, 1989; Rousseau & Tijoriwala, 1998). 1 An earlier version of this paper was presented at the 1999 Midwest Academy of Management Conference, Lincoln, NE, and was named best paper of the conference. 2 Department of Management, DePaul University, Chicago, Illinois. 3 Department of Psychology, Northern Illinois University, DeKalb, Illinois. 4 To whom correspondence should be addressed at Department of Management, DePaul University, 1 E. Jackson Boulevard, Chicago, Illinois 60604; e-mail: jkickul@wppost.depaul.edu. 77 0892-7545/01/0600-0077/0 C  2002 Plenum Publishing Corporation