Managing The Psychological Contract And The Challenges Associated With Doing

Having a job that meets personal satisfaction can boost one’s self-esteem but when this job is taken away, feelings start to change. The article “The Consequence-Undoing Sanity” by Louis Uchitelle, describes a slump that many people in our country are currently in. It shows one individual’s struggle after being laid off from a job. Erin, Stacy’s husband, lost all feeling when he was laid off from his job that he started right out of college, his wife somehow thought he lost part of his identity. Stacy describes in the article, “I think the layoff destroyed his self-esteem” (Uchitelle 342). Having low esteem can truly impact one’s life just like it has with Erin. Erin is impacted by the depressed feelings of losing his job that his work ethics have changed, and he is not putting in his full effort. Uchitelle expressed how Erin’s wife feels about her husband’s change in demeanor, “She doubted

A personally identified violation of a psychological contract is one of a negatively emotional occurrence. The contract breach has caused me feelings of anger and stress and I feel very deceived. I have experienced displeasure and disillusionment with the overall relationship. (Morrison and Robinson, 1997)

This paper focuses on the effect that temporary employment such as zero hour contracts have on the wellbeing of employees, it gives a brief definition of what a zero hour contract is, and how they have changed throughout the years eg how they were used in previous years before being called zero hour contracts, why the use of zero hour contracts is on the rise in the UK business market, and investigates the benefits and detriments of these contracts in regards to employees, it will also look at the financial benefits to the employers who use these contracts, and the type of culture that surrounds the employees who are employed on these contracts, It will also investigate what the

An employment relationship is a linkage between employer and employees. Through this linkage a reciprocal relationship is built upon and when reciprocity is lacking it is detrimental to both employee and employer. It is this law of reciprocity, when someone does something nice for you; you do something nice in return that keeps American society maintained and running. Therefore, this theory of reciprocity is very important in today’s society when it comes to handling business. In Jeffrey Pfeffer’s journal article ‘Human Resources from an Organizational Behavior Perspective: Some Paradoxes Explained’, he discusses the pervasive distrust employees have with employers. In Daniel Pink’s book, Drive: The Surprising Truth about What Motivates Us,

Well-functioning organizations usually have quality employees who work hard to accomplish the organizations mission statement and goals. However, organizations on occasions face issues as for retaining these employees, subsequently failing to fill these positions and fulfilling their organizational goals. Due to the importance of retention, organizations may hire industrial/organizational psychologists to resolve retention issues in order to remain competitive in their field. At JC’s Casino, improving retention is an issue not only for the owner but also for the employees as well as the patrons that frequent the casino. The pay is reasonable but employees are still unhappy and resorting to leaving the organization.

“Agency Worker” is the title given to workers who are a party to a triangular relationship, this thesis has explored whether being classified as an agency worker is a limitation on the individual due to there not being effective protection through legislation and common law. Forde illustrated through his article the enduring debate over the nature of the temporary worker, has intensified. Forde focused on the character of agency work within Britain and analysed data from Labour Force Survey (LFS), identifying how the agency worker is one of the least

Furthermore, although it is apparent that positive outcomes can occur due to employees experiencing certain benefits such as rewards from performance and skill based pay it is also essential to identify the elements such as work intensification. Ramsay et al (2000) suggests that although the intensification of workload for an employee may indeed increase organisational output, it can also have “negative consequences for employees in terms of effort and stress”. The result could lead to higher turnover rates due to unhappy employees who feel their psychological contract has been breached. This aspect of work intensification is important as high turnovers can lead to greater costs for an organization.

The Replacements workplace scenario decodes human behavior and personality by exploring the differences between Taylor, Matt, and Judy’s behavior and personality, in hopes of identifying the root of the teams’ frustration. Thereafter, Taylor recommends solutions for individual and organizational motivation. In the interactive scenario, you will also see how the broken psychological contract between Taylor and the Owner created the need for new management. Irrespective of the broken psychological contract, she continued working with the organization as the manager’s trainer, which put the Pinch Model theory of “return to the way things used to be”, “renegotiation under duress”, or “resentful termination” in question. (Osland,

This paper focuses on the effect that temporary employment such as zero hour contracts have on the wellbeing of employees, it gives a brief definition of what a zero hour contract is, and how they have changed throughout the years eg how they were used in previous years before being called zero hour contracts, why the use of zero hour contracts is on the rise in the UK business market, and investigates the benefits and detriments of these contracts in regards to employees, it will also look at the financial benefits to the employers who use these contracts, and the type of culture that surrounds the employees who are employed on these contracts, It will also investigate

Severe consequences are likely to occur if WeaveTech decides to explore downsizing its workforce. Downsizing will greatly affect the company’s reputation regarding the quality of products they produce and their economic output. Downsizing rarely achieves its intended level of cost savings and often causes poor morale, high levels of stress and guilt among employees who retained their jobs. Downsizing will affect the psychological culture of WeaveTech. Psychological contracts are unwritten understandings and informal obligations between an employer and its employees regarding their mutual expectations of how each will perform their respective roles (businessdictionary.com). They can include such things as the levels of employee commitment, job satisfaction and the quality of working conditions.

Wiley, J. W. (2012). Giving employees what they want can provide employers with what they want. Employment Relations Today (Wiley), 39(1), 45-53. doi:10.1002/ert.21354

While labor can and is often seen as work that is done physically, it is also seen as an act which necessitates using mind and soul. Depending on the area in which an individual works, it can lean towards using all three – body, mind, and soul – to be successful. It is at this point that Emotional Labor (Hochschild, 1983) begins to take its place in the work environment. Emotional Labor is using self to perform work where an employee creates a pleasant atmosphere by giving good customer service. The ability to use self as a means to perform better on the job may have larger implications than we know of. This paper will look at different ideas which contribute to Emotional Labor as a workplace construct and the effects it has on the

It is clear that these employees, who are fulfilled with good welfare and a work life balance, are more likely to perform well. Companies, which succeed in maintaining employee commitment, may retain competitive employees and make more profits. However, some external factors such as economic recession may bring about negative effect on psychological contract. An example of this is the global economy recession in 2008. This recession has generated bad influence on employee attitudes, including job dissatisfaction and insecurity. Organization leaders may have challenge to fulfill employee commitment. (The psychological contract, n. d.)

The results of breach are more negative to employees such that Rousseau and Schalk (2000) advocate focusing on not breaking the psychological contract and; as Dainty et al. (2004) puts a strong emphasis on re-negotiation and adjustment whenever possible as one of the remedy to the relationship. Considering its dynamic nature, Makin et al. (1996) and Atkinson (2002) stressed that Psychological contract are best kept open, emphasising on more identifiably contracting process and well known to all parties involved. This is unfortunately not always the case.

The relationship between employers and employees has long been the subject of widespread study and debate within the business world. This employment relationship can be defined as a complex system in which social, economic and political factors combine with an employee who exchanges mental and manual labour for rewards allocated by the employer (Encarta Encyclopaedia Deluxe. 2004). Industrial relations and human resource management advocates have traditionally held different views on the subject of organisational conflict. Many authors have argued that organisational conflict is inevitable in most work settings and that the employment relationship is essentially a trade-off ground (Alexander and Lewer, 1998; Deery, Plowman, Walsh and Brown