Abstract
The study of organisational change remains a critical focus for management scholars and practitioners, as organisations continually evolve. Organisational change encompasses various perspectives such as organisational development and strategic management, with definitions ranging from the deliberate alteration of work processes to the execution of corporate strategies. Psychological contracts play a vital role in employees' acceptance of change initiatives, influencing their attitudes and behaviours. While research emphasises the importance of individual change readiness in facilitating successful change implementation, there remains a gap in understanding how psychological contract type and individual change readiness interact to shape employee responses to psychological contract breach and violation resulting from organisational change. Additionally, studies highlight the intricate relationship between psychological contract breach and employee voice behaviour during periods of organisational change. Employees may express concerns or grievances in response to perceived breach, influenced by the quality of relationships within the organisation. Understanding these dynamics is essential for leaders and managers, particularly during times of change. This study aims to explore how psychological contract type and individual change readiness influence employee voice amidst perceived psychological contract breach and violation.