Ideology, Psychological Contracts and Organizational Commitment in The Tunisian Public Sector

International audienceUsing a sample of 364 full-time public sector employees in Tunisia, we examine the effects of psychological contract fulfillment of both employer's obligations to employees and the public. The results of a longitudinal study demonstrate that both fulfillment of employees' own psychological contract as well as the fulfillment of the organization's psychological contract to the public were positively associated with employees' trust in their organization. We also found that trust partially mediated the effects of the fulfillment of both components of the psychological contract on employees' affective commitment. Finally, employees' engagement in public service moderated the effects of fulfillment of psychological contract to the public on trust and also between trust and affective commitment. The implications for research and practice are discusse