心理契約理論是西方組織行為學及人力資源管理的重要研究方向之一，並成為歐美企業建立良好雇傭關係的參考依據，本研究以Rousseau所發展出心理契約理論概念，延續Robinson & Morison所發展關於心理契約破裂與心理契約違背的架構，並以Turnley & Feldman的心理契約違背結果的理論模型為基礎架構，增加考量華人因素，修正建立模型，來探討華人企業之組織與員工的雇傭關係，台灣與大陸兩岸的差異，及面對心理契約違背時，兩岸員工世代差異。本研究共取得有效樣本問卷717份，採PLS進行分析結果：對兩岸華人員工，心理契約破裂將導致心理契約違背，呈現顯著正向關係；而心理契約違背將導致離職意圖提高、職內績效降低、及組織公民行為降低，也取得實證支持，心理契約理論，亦適用於兩岸華人。在兩岸華人員工的比較中，面對心理契約違背，台灣員工在離職意圖及職內績效較中國員工反應為之強烈，在組織公民行為的反應上則互有差異；台灣員工的世代差異比較中，面對心理契約違背，Y世代員工在離職意圖與組織公民行為較X世代員工反應為之強烈，在職內績效上則不顯著；中國員工的世代差異比較中，面對心理契約違背，Y世代員工無論在離職意圖、職內績效、及組織公民行為上，均較X世代員工反應為之強烈。本研究並對此結果進行探討與建議。

The psychological contract theory is an important research area of organizational behavior and human resource management for European and American scholars. Many enterprises and organization refer to some conclusion of psychological contract to establish good employment relationship. This study is based on the concept of the psychological contract theory which is developed by Rousseau, the framework of Robinson & Morison in psychological contract breach and violation, and the psychological contract violation model from Turnley & Feldman. In this research, we also consider the difference between Chinese people and western people. We adopt the modification of the violation model to explore the employment relationship between the organization and employees for Chinese enterprises, to compare the difference between Taiwan employees and China employees, to investgate the generation difference in Taiwan employees and China employees, while employees faceing to psychological contract violation. In this study, we get total of 717 valid questionnaires. We analyze the sample questionnairs by PLS methodology. From the results we find that, for Taiwan employees and China employees, the psychological contract breach will lead to psychological contract violation. It shows significant positive relationship. We also have the validation support that psychological contract violation will result in increasing turnover intention, decreasing in-role performance, and decreasing organizational citizenship behavior. We have the same verification result that the psychological contract theory also applies to Taiwan employees and China employees. In the comparison on Taiwan employees and China employees, we find that, when employees face to psychological contract violation of the organization, Taiwan employees have stronger reaction than China employees in turnover intention increasing and in-role performance decreasing; Taiwna employees and China employees have difference in each sub facets of organizational citizenship behavior. In the comparison on generation difference of Taiwan employees, Y-generation employees have stronger reaction than X-generation employees in turnover intention increasing and organizational citizenship behavior decreasing; X-generation employees and Y-generation employees have no significant difference in in-role performance decreasing. In the comparison on generation difference of China employees, Y-generation employees have stronger reaction than X-generation employees in turnover intention increasing, in-role performance decreasing, and organizational citizenship behavior decreasing. In this study, there are some discussions and suggestions for the results.