Skip to main content

Relational Psychological contract

This contract shaped by socio-emotional factors such as statues, culture, rituals and norms. Therefore this contract leads to attach employees emotionally with their organization that create a long-term relationship with each other (Anderson et al., 2009; Dundon, 2017; Lynn, McFarlane & Tetrick, 1994; Robinson & Rousseau, 1994).

For instance, my organisation is maintaining relational p.c through employee welfare fund. This fund helps the whole employees from the top management to the co-worker in difficult situations. My previous company is organizing annual welfare fair with duty-free furniture and electronics. It helps to make a long-term relationship between the employee and the organisation.

Reference 

Cavanaugh, M.A. & Noe, R.A., 1999. Antecedents and consequences of relational components of the new psychological contract. Journal of Organizational Behavior, 340(May 1997), pp.323–340.
Conway, N. & Briner, R.B., 2002. Full-Time versus Part-Time Employees : Understanding the Links between Work Status, the Psychological Contract, and Attitudes. Journal of Vocational Behavior, 301(1), pp.279–301.
Coyle, S. & Jacqueline, A, M., 2006. Article ( refereed ) A psychological contract perspective on organizational citizenship behaviour. Journal of organizational behaviour, 23(8), pp.927–946.
Dundon, T., 2017. The psychological contract : A critical review. international journal of management reviews, 8(November), pp.113–129.
Elizabeth, Wolfe, M. & Sandra, L., R., 1997. Morrison Robinson 1997_ AMR22_1_PsychologicalContractViolation.pdf. The Academy of Management Review, 22(1), pp.226–256.
Guest, D. and Conway, N. (2004). Exploring the paradox of unionised worker  dissatisfaction. Industrial Relations Journal, 35(2), pp.102-121.
Guest, D., 2007. Oxford Handbook of Human Resource Management. 1st ed. P. Boxall, J. Purcell, & P. Wright, eds., New York City: Oxford university press.
Henderson, D.J., Wayne, S.J., Shore, L.M., Bommer, W.H. & Tetrick, L.E., 2008. Leader-

Comments

  1. Panchali NanayakkaraNovember 17, 2019 at 3:19 AM

    If the psychological contract consists of perceptions about mutual promise-based obligations, an important question is how these perceptions are structured. How are the different perceptions weighed, compared and integrated? What happens when perceptions are in-congruent? These questions concern the general psychological processes taking place(Guest, Isaksson & Witte, 2010). Also in addition to what you've mentioned before the framework of social exchange theory suggests that along with economic expectations, social expectations are relevant for an employee when he or he enters an employment relationship(Rupp and Cropanzano, 2002). This means that it is not only the formal employment contract that characterizes the employment relationship. The value of the informal and implicit content of the relationship between employees and their employer should be taken into account too (Shore and Tetrick, 1994).

    ReplyDelete
  2. Diana SilvaNovember 17, 2019 at 11:05 PM

    The psychological contract includes solid agreements between company and its employees beyond the written contract, specifying their contributions, Expectations, beliefs, promises and obligations between both parties. Their management requires the definition of the concept of psychological contract, the analysis of its main characteristics and contents and the identification of its stages of development.
    For organization, new contractual forms provide greater flexibility and a good deal of enforceable (Marsden, 2004; Silla et al., 2005). Instead of career paths and job security a new kind of security called “employ ability security” is established (Hiltrop, 1995; Schein, 1996). This is the promise that the employee’s skills will be enhanced, and access to other tasks and assignments will be facilitated. Moreover, a new pay system is applied based on flexibility bands to encourage the members to develop new skills (Hiltrop, 1995; Kinnie et al., 1999; Silla et al., 2005). On the other hand new contractual forms are getting employees to broaden their skills by organizational learning and training programs and identify the development of additional skills as a prerequisite for advancement (Schuler and Jackson, 1987). Workers receive higher salaries linked to performance and skills.

    ReplyDelete
  3. Darshana BandaraDecember 16, 2019 at 2:12 AM

    In addition, the content discussed above regarding psychological contract, organizations are required to consider about way how manage changes to the psychological contract. Therefore, relevant managers are required to recognize organizational changes will often imply changes to the psychological contract in advance even if they do not encompass changes to the official employment contract and conditions (Chaubey and Bist, 2016). To act with such changing scenarios, effective strategies are required to be enabled for anticipating, recognizing and managing employee resistance and accommodating the expectations that employees might have. Some strategies could be implemented for managing employee resistance as follow (Brown and Harvey 2006).
    - Education and communication concerning the need for change
    - Creating and reinforcing the vision of where the organization is headed
    - Ensuring participation and involvement of those affected in the change process
    - Facilitating and supporting change through training and resources
    - Negotiating with resistors
    - Use of reward systems to encourage changed behaviors
    - Use of explicit or implicit coercion

    ReplyDelete

Post a Comment

Popular posts from this blog

Transactional Psychological contract Transactional Psychological contract more Focus on short-term monetary obligations. Therefore this type of contract more concern about compensation and benefits from other parties rather than being emotionally attached to the other party (Anderson et al., 2009; Dundon, 2017; Lynn, McFarlane & Tetrick, 1994; Robinson & Rousseau, 1994). As a banker, I met the idea of transactional p.c once the organisation gave me the monthly target which has to pursue. Therefore all the officers engaged with the target in order to get the monthly bonus whatever the work-life balance is. Reference  Cavanaugh, M.A. & Noe, R.A., 1999. Antecedents and consequences of relational components of the new psychological contract.  Journal of Organizational Behavior , 340(May 1997), pp.323–340. Conway, N. & Briner, R.B., 2002. Full-Time versus Part-Time Employees : Understanding the Links between Work Status, the Psychological ...
Post a Comment
Read more
Psychological contract management Liefooghe et al., (2014) argue that psychological contract as a main index of the changing employment relationship. Further, they claimed that organizational commitment possibly will mediate concerning breaches of the psychological contract. On behalf of that, the best thing is engaging discussions about expectation and capacities to ensure both parties perception regarding employment relationship (Morrison & Robinson, 1997). It is important to have a better understanding of unvoiced obligations in each party (Dundon, 2017). The organization which I work for is a leading commercial bank. The bank uses some strategies to manage the psychological contract between the bank and its’ employees such as, · Rough recruitment process which includes a written exam and four interviews. Most of the time this process can absorb best-fit employees to the company and its’ P.C. · Defining expectations of the company during recruitment and induct...
Post a Comment
Read more

The psychological contract involves

According to Wayne et al. (2007)   psychological contract (P.C.) introduces as individual views, formed by an organization, in term of conversation deal between individuals and their organization. A psychological contract is not a documented agreement between two parties such as employee and employer  ( Anderson et al., 2009; Dundon, 2017) .  In other words,   it is   a set of expectations between two parties (Dundon, 2017) .  Therefore psychological contract can introduce as mutual beliefs, insights and informal obligations between two parties only identify mutual duties and responsibilities from the relationship among them  ( Anderson et al., 2009; Dundon, 2017). These expectations not only cover the nature of performance or the payment structure but also an entire set of obligations, privileges and rights (Dundon, 2017). Contents of P.C.   Psychological contract relay with ...
34 comments
Read more