Rebuilding Employee Trust Through Psychological Contract Fulfillment
A Systematic Literature Review of HRM Resilience in Organizational Crisis
Keywords:
Psychological Contract Fulfillment; HRM Resilience; Employee Trust; Organizational Crisis; Social Exchange Theory; JD–R Model.Abstract
Organizational crises often fracture the implicit bonds of trust between employees and employers, leading to disengagement, turnover, and a decline in morale. In such conditions, Psychological Contract Fulfillment (PCF), the extent to which organizations deliver on their implicit promises, emerges as a vital mechanism for rebuilding employee trust and strengthening Human Resource Management (HRM) resilience. Grounded in Psychological Contract Theory (PCT), Social Exchange Theory (SET), and the Job Demands–Resources (JD-R) model, this study systematically reviews recent empirical evidence to explain how PCF contributes to trust restoration through resilient HRM practices. Using the PRISMA 2020 protocol, an initial pool of 625 Scopus-indexed articles (Q1–Q4) published between 2020 and 2026 was screened via the Watase UAKE Research Collaboration Tool, resulting in 36 qualified articles (27 unique studies). The sample spans Asia (45%), Europe (33%), and North America (22%), reflecting the global relevance of HRM resilience research. Findings reveal that PCF enhances HRM resilience, which subsequently mediates the recovery of employee trust during crises. Organizations that maintain transparency, fairness, and empathetic leadership translate psychological fulfillment into systemic trust and adaptive capacity. Conceptually, the integration of PCT, SET, and JD–R demonstrates that HRM resilience operates as a mediating capability linking relational psychology with strategic adaptability. Practically, institutionalizing PCF within resilient HR architectures transforms crisis management from reactive recovery to proactive trust regeneration, ensuring long-term sustainability and workforce commitment.
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