The Psychological Contract Violation?

Industrial-Organizational (I/O) psychology is the study of human behavior at work and it is concerned with the development of and application of scientific principles to the workplace (Spector, 2008). In this field of I/O psychology there are many topics that outlined how individuals will perform at work and how successful they will be. Some of these topics are as fallows Goal setting, Selection, Employee Motivation, Job satisfaction, Emotions at work, Burnout, and Occupational Stress. In the film, 12 Angry Men (Rose et al., 1957) shows various topics of I/O psychology that are concerned with the 12 jurors in their workplace and their decision-making. In this paper I will explain how the

The psychological contract can help both employee and employer to gain awareness on contemporary employment relationships; indeed, it has been debated that perceived obligations within the psychological contract are usually more vital to work related attitudes and behaviour than are the official and explicit elements of contractual acknowledgement (Grant, Branka and David 2010, 6-7).

1. Did Wayne have an employment contract, either oral or written, with EcoCare? Why or why not?

Companies will bully employees into following the demands of the industry, “[w]orkers who fail to work hard, who arrive late, or who are reluctant to stay extra hours are made to feel that they’re making life harder for everyone else, letting their friends and coworkers down” (Schlosser 74). Emotionally sabotaging employees gives companies control to get more work done with a minimal amount of people, resulting in financial gains. Guilting employees into doing everything they are told, no matter what the circumstances are, continues to give the industry the control and financial gains they need, thus resulting in expansion of the business and the manipulation of more and more

statement of fact when it is made by one who knows best as it carries

Meyer and Allen (1997) propound normative commitment as “a feeling of obligation to continue employment”. Many organisations build a work culture with internalised norms, values, beliefs and obligations. To a certain extent these internalised norms makes employees normatively committed so that they become obliged to stay in the organisation rather than leaving. Naturally these internalised norms and values creates a feeling of obligation in employees and they think that they are ought to stay in organisation. Wiener and Vardi (1980) have described normative commitment as “the work behaviour of individuals, guided by a sense of duty, obligation and loyalty towards the organisation”. The institutions working in mental healthcare services can impart certain genuine internalised norms and obligations to their work culture. Once the employees get moulded with these norms and values they become normally committed to the organisation and feel obliged to remain in the organisation whereby mentally ill persons can utilise their treatment

Lillard, Monique C., Fifty Jurisdictions in Search of a Standard: The Covenant of Good Faith and Fair Dealing in the Employment Context, 57 Mo. L. Rev. (1992)

In On the Psychology of Self-deception, David Shapiro portrays self-deception as a distinction between what one feels about something, and what one imagines oneself to feel. Shapiro’s purpose of this work is to educate readers on the causes that lead to self-deception. To support his claim, the author uses examples of self-deception in the forms of paradox, speech, loss of reality and coercion. Shapiro introduces paradox as a process that requires monitoring of oneself that is used to imply what must be not known and how to not to know it. The paradox is that the deceiver is also the unknowingly deceived because they knowingly, not know. Additionally, Shapiro explains that self-deception can be detected through speech. The author

Limitations that could be identified in the study were the small sample size that included only managers, was conducted only in New Zealand and therefore may not be able to be generalized to other countries (Cable, 2010). Results and discussion suggests that future research could expand the understanding on how the fulfillment of the psychological contract could impact an individual employee’s attitudes and behaviors (Cable, 2010).

Morrinson and Robinson (1997) also proposed a theoretical model, which highlights several conditions that contributes to the perception of a breach in psychological contract. Their proposal shows reneging and incongruence as the main causes of a perceived psychological contract breach.

Industrial psychologists devote much time to job satisfaction. They investigate factors that have been found to relate to satisfaction, including employee turnover, absenteeism, age, pay, and attitudes toward unions. Industrial psychologists also study motivation because evidence suggests that both motivation and ability are necessary for employees to succeed in their jobs. Thus, psychologists develop systems for rewarding good performance, and they redesign jobs for greater interest and challenge.

Critically evaluate the utility of the psychological contract for understanding the contemporary employment relationship. (2500 Words)

Throughout each business company, managers are teaming up with their respectful human resource audits to search for the best way to produce positive motivation towards its employees. According to the business dictionary, they explain motivation as, “Internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal” (Business Dictionary). Managers lean toward using the Human Resource Audit because their jobs consist of monitoring staff treatment, which complies with employment laws. As a psychological strategy, HR audits have a chance to look deep into their staff relations by adapting to the Alderfer’s hierarchal model. This model covers three human needs; existence, growth, and relatedness. Numerous companies are using this model to understand their staff, and may not even realize this model is in place.

Next one is the perception errors of Janet, the client manager and human resource director. The third problem is George was forced in the stress situation. Another issue is George’s dissatisfaction about job and work behaviors which caused to the exit-voice-loyalty-neglect actions. The fifth is teamwork environment, processes and the last problem is ABC consulting failed to implement the motivation procedures in motivating its staffs.

Theory X and Y are theories founded by Douglas McGregor, a professor from MIT Sloan School of Management, which are inscribed in his book, “The Human Side of Enterprise” in 1960. This essay will explain about the theories used in human resources, which according to McGregor are vital in the success of one’s company. Theory X is the theory who assume people to dislike work or just want to work if they received orders from superiors. While the theory Y assumes people love to work and will do the job without waiting for orders from a superior and always wanted to do the best for the manager. Both of these theories describe about motivation of human and role of management behaviour. The theories assemble the factors of production, including human resources for the economic benefit of the firm, organisational communication and organisational development. In this essay we will discuss in detail about theory X and Y, and application to individual and corporate.