1. UWFUWF Man 3240/Sop 3662 Term A – M/W 11:00-12:15 Syllabus – Fall 2003 Professor: Dr. Marian C. Schultz Journals Logos Roster Team Names

2. Chapter 1

3. UWFUWF PSYCHOLOGICAL CONTRACT An individual’s beliefs, shaped by the organization, regarding the terms and conditions of a reciprocal exchange agreement between individuals and their organization.

4. UWFUWF Define and understand the importance of the psychological contract Explain the self-fulfilling prophecy Describe the external influences that affect workplace expectations Explain the pinch model Make a psychological contract Objectives

5. UWFUWF OB Multidisciplinary Three Levels of Analysis: Individual, Group, and Organizational Environmental Forces Performance Orientation Applied Orientation Change Orientation

6. UWFUWF Environmental Changes Impacting Psychological Contracts Technological change Rate of change in the business environment Global economy Changing economic conditions Uncertainty for workers Performance, flexibility and innovation

7. UWFUWF Psychological Contracts Reengineering Downsizing Mergers and acquisitions Outsourcing and subcontracting of work Contingent and temporary employment for peripheral employees Fewer full-time jobs and core employees Relatively low union representation Less job security

8. Model

9. UWFUWF Broken Contracts Outrage, shock, resentment, anger Decreased trust and good faith Decreased job satisfaction Decreased productivity Decreased attendance Turnover Cause

10. UWFUWF Workforce Changes Impacting Psychological Contracts Demographics Nomadic nature of the workforce Changing complexion of the workforce Changing value trends

11. UWFUWF A Nomadic Work Force 13 different jobs for the average high school or college graduate – 3.5 years on each job

12. UWFUWF Projected Year 2020 Workforce 50%Women 68%White non-Hispanics 14%Hispanics 11%African Americans 6%Asians

13. UWFUWF Self-Fulfilling Prophecy People perform in accordance with expectations People do what gets rewarded

14. UWFUWF Mental Maps Our images, assumptions, and stories about every aspect of the world that determine what we see and how we act.

15. UWFUWF Why Generations Differ Each generation is a product of historical events that shape their values and views of the world Emotional memories shape feelings about institutions, authority, materialism, family and careers

16. UWFUWF Who are we? How do we come across to others?

17. UWFUWF Our behaviors are absolutely correct for the time we grew up! Different is good…we just have to work with it!

18. UWFUWF Education Family Military Music Money Media Friends

19. UWFUWF Significant Emotional Event

20. UWFUWF Manage Gen X Vary assignments Teach new skills Teach manners Keep in the loop Tie praise to a concrete reward Keep it fun

21. UWFUWF Advantages of Committed Employees Have the self-control required for teamwork, empowerment, and flatter organizations Display organizational citizenship behavior that benefits the organization Are “willing to help”

22. UWFUWF...Advantages of Commitment Have better attendance records Stay with the company longer Work harder at their jobs Adapt better to unforeseeable occurrences Perform better

23. UWFUWF Earning Employee Commitment Commit to people-first values: Put it in writing Hire right-kind managers Walk the talk

24. UWFUWF Earning Employee Commitment Clarify and communicate your mission: Clarify the mission and ideology Make it charismatic Use value-based hiring practices Stress values-based orientation and training Build the tradition

25. UWFUWF Earning Employee Commitment Guarantee organizational justice comprehensive grievance procedure two-way communications

26. UWFUWF Earning Employee Commitment Create a sense of community Build value-based homogeneity Share and share alike Emphasize barn-raising, cross-utilization, and teamwork Get together

27. UWFUWF Earning Employee Commitment Support employee development Commit to actualizing/developing people Provide first-year job challenge Enrich and empower; promote from within Provide developmental activities Provide employee security; no guarantees