Psychological Contract

Slides:

Advertisements

Similar presentations

The Psychological Contract and Good Employment Relations

Advertisements

Psychological Contract. The Psychological Contract An individuals implicit belief in mutual obligations (expectations) between that person and another.

The Psychological Contract. Objectives Define and understand the importance of the psychological contract Examine the influences that affect workplace.

Chapter 1 The Psychological Contract and Commitment.

CHAPTER 6 Flexibility, the Psychological Contract, and Empowerment.

∩ CCR Amsterdam Center for Career Research Age, psychological contracts and job attitudes Matthijs Bal Management & Organization VU University Amsterdam.

People in Organizations Understanding the basic nature of the individual-organization interface helps us appreciate the nature of individual differences.

The Psychological Contract. Objectives Define and understand the importance of the psychological contract Examine the influences that affect workplace.

International business, 5 th edition chapter 15 leadership and employee behavior in international business.

Psychological contract

12 Entrepreneurship Managing New Ventures for Growth.

Chapter 1 The Psychological Contract and Commitment.

Chapter 1. Objectives Examine generational work expectations Define and understand the importance of the psychological contract Explain the pinch model.

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©2001 by Prentice Hall, Inc. Chapter 1.

The Experience of Work. Influences on Work Experience Influenced by a company’s set of rules and expectations for employees attitudes and behavior Employees.

Building a healthy workplace. Definitions Work : application of physical and mental knowledge & skills; commitment over time; effort, labour & exertion.

Copyright © 2011 Pearson Education Module 4.  The shift the focus from designing and implementing change programs to the impact of change of employees.

Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 13.1 Motivation as a Mechanism Motivation is about ‘Motives’ and ‘Needs’ An.

MANAGING HUMAN RESOURCES AND PERFORMANCE Session 4 Feedback, Managing Expectations and an introduction to the Psychological Contract.

Strategic Human Resource Management – Current Developments and the HE Context David Guest Professor of Organizational Psychology & Human Resource Management.

Spring 2007Personality and Attitudes1 Spring 2007Personality and Attitudes2 Motivation: Applications Individual Differences Organization Commitment Job.

Diversity in the Workplace Sherri Johnson. Overview How Diverse Are We and Why Is Diversity Important? Types of Diversity Laws and Executive Orders Prohibiting.

MAN-3/2 Erlan Bakiev, Ph. D. IAAU Spring 2015 Understanding Management’s Context: Constraints and Challenges.

Understand Leadership and Management

8 Human Resources and Policies

8 Human Resources and Policies

Foundations of Behaviour

Department of Business Management Human Resource Management

HR and Knowledge Management in Multidisciplinary Team

Human Resources Role.

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

THE EMPLOYMENT RELATIONSHIP

CAREER AND HUMAN RESOURCE DEVELOPMENT

10 Developing Employees For Future Success What Do I Need to Know?

The Times 100 Business Case Studies Edition 16

PERSONNEL POLICY A personnel policy is a total commitment of the organization to act In a specified way while dealing with its employees.

Lecture 16 Promoting learning opportunities in the workplace – cultural dimensions.

Service Operations Management: The total experience

Psychological Contract: Definitions, Contents & Importance of Breach.

Chapter 11: Managing Individual Differences & Behavior

Block 2 Section 3 The organization’s ongoing relationship with its employees Prepared By Hanady Ali Osman.

The Pay Model Chapter 1.

Chapter 9 Organizational Commitment, Organizational Justice, and Work-Family Interface © 2005 Prentice-Hall, Inc.

Chapter 2: Constraints and Challenges for the Global Manager

Psychological Contract

Age, psychological contracts and job attitudes

Women in High Positions: Does it harm the women as individuals or the organization as a whole?

The Manager: Omnipotent or Symbolic?

What Today’s Employees are Looking for in Work

Employee Attitudes Job Satisfaction: degree of pleasure in work, slightly correlates with performance, may be decreased by attempt to increase productivity,

THE PAY MODEL Chapter 2.

Leadership Advanced: Engaging others

Service Operations Management: The total experience SECOND EDITION

Contrast the actions of managers according to the omnipotent and symbolic views Describe the constraints and challenges facing managers in today’s external.

CIPD Intermediate Certificate and Diploma in Human Resource Management

Ch2: Understanding Management’s Context: Constraints and Challenges

HOSPITALITY HUMAN RESOURCES MANAGEMENT AND SUPERVISION.

ER What is ER The term 'employee relations' refers to a company's efforts to manage relationships between employers and employees. An organization.

Motivation: Putting it to Work

Leadership & Management

Human Resource Management

National Food Service Management Institute

A Personnel Psychological Perspective

Handout 9: Managing change

The Times 100 Business Case Studies Edition 16

JOB SATISFACTION – TOPIC 5

Building a healthy workplace

Managing Employee Performance and Reward

Understanding and Managing Self

Presentation transcript:

Psychological Contract Psychology 445

The Psychological Contract “An individual’s implicit belief in mutual obligations (expectations) between that person and another party” (Rousseau, 1989) Based on employees’ and employers’ perceptions of obligations Unspoken Continually shifting

Types of Psychological Contracts Transactional Short time frames Specific obligations (e.g., financial) Relational Longer time frames Diffuse obligations Socio-emotional based (e.g., commitment, affiliation)

Fulfilling/Violating Psychological Contracts Fulfilling psychological contracts is associated with increased trust and cooperation (e.g., Conway & Briner, 2002). Violating psychological contracts is associated with increased anger, frustration, and intentions to quit (Robinson & Rousseau, 1994). Typical violations Training Compensation Promotion Job Security People When violated, contracts become more transactional and less relational

Managing Psychological Contracts Planned termination SHARING INFORMATION AND NEGOTIATING Renegotiation under duress (new contract) ROLE CLARITY AND COMMITMENT Return to the way things used to be (misunderstanding) Resentful termination Planned renegotiation Crunch Choice point STABILITY Ignore Pinch Choice point Resentment, anxiety DISRUPTION OF SHARED EXPECTATIONS Ambiguity, uncertainty

Why is this Useful to Know? Changing nature of the workplace: More part-time and temporary contracts Flexible job descriptions Doing more with less (downsizing) Constantly changing service standards Constantly changing technology Changing attitudes about work.

Application Contract Content Traditional Contract New Contract? Security for commitment New Contract? Fair pay Fair treatment Opportunity to develop Younger generations? Work-outside balance Excitement Community Higher purpose Increasing Employee Commitment 3 dimensions of commitment Affective Normative Continuance Increasing commitment Herzberg’s Theory Clear mission, vision, and values Fairness Communication (Listening) Management style Managing expectations