The singular “psychological contract” also embodies very well the feeling of collective or systemic feelings, which are very true in the workforce. While each individual almost certainly has their own vision of what the psychological contract means on a personal level, in organizational terms, the collective vision and actions of an entire work group or workforce are usually much more important, and in practice, leadership focuses on a collective or group situation. This is especially necessary in large organizations where size effectively prevents the full complexity and impact of the psychological contract from being taken into account on an individual basis. However, this is an area where a company can leverage the employee-manager relationship by equipping and encouraging managers to discuss and meet psychological expectations when it comes to contracting with employees. Managers can help employees explore and, if necessary, modify their expectations to compensate for negative reactions when unrealistic expectations are not met. Such differences can make the implicit psychological contracts even more confusing. People from different generations or cultures may have very different views on reward systems, leadership styles, and social or professional behavior. The psychological contract was defined very early on as an “unconscious hypothesis” in relation to the employee-employer relationship. Nowadays, psychology is said to be the kind of agreement formed on the basis of the promises exchanged between the employee and the employer. However, it should be noted that each employee`s psychological contract is unique, and each employee`s perception of the relationship differs from each other. HR departments must strive to maintain the foundations of the psychological contract standardized so that the basis remains the same for each employee. This will promote equality in the workplace and help maintain an honest and unbiased work environment.
The quality of the psychological assignment strongly influences the daily behavior of employees. When employees perceive that the contributions they make to the organization and what they receive from the employer are balanced, it can lead to positive results. For example, employees who perform better, exhibit more extracurricular behaviors, and display a higher level of commitment to the organization. See more of our employment management resources. The final phase of a psychiatric contract is when an assessment of what is happening between the employer and the employee takes place. As an assessment of the mutual agreement between the parties, the proposed changes will begin. Red arrows = the iceberg rises with success and maturity, experience, etc. (brings perceived factors invisible in the visible agreed contract). People`s perception of employers` obligations is often informal and inaccurate. They can be derived from shares (also towards other employees) or from what has happened in the past.
For example, an employee watching a manager make a request for flexible work may expect similar treatment from their own supervisor. Another source of expectation is the employer`s statements to the person. Examples of this can be seen in the recruitment process, in performance reviews, or publicly (p.B. in the organization`s statement of values). Remember that the psychological contract is not measurable or manageable in the traditional way. It must be approached partly by tangible facts and logic and partly by intuition, trust and a certain pragmatism. (I use the word pragmatism here not in its negative sense of rigidity or formality, but in the sense of “treating matters according to their practical meaning..”, as the OED puts it – which the Pareto principle helps us.) The psychological contract is based on the employees` sense of fairness and trust and their belief that the employer sticks to the “agreement” between them. A violation (or breach) of the psychological contract by the employer can have sudden and serious consequences for individuals and organizations.
This can negatively impact job satisfaction, engagement and performance, and increase revenue intentions. Want to know more about the pros and cons of the psychological contract? Click here! Employee cynicism has been described as a negative attitude and includes the belief that their organization lacks integrity, negative emotions towards the organization, and a tendency of employees to behave critically towards their organization. The goals of employee cynicism are usually senior management, the organization in general, and organizational policy. A breach of the psychological contract can also lead to behavioral changes that reduce effort and commitment, and thus lead to significant impacts on the performance of employees and the organization. This can lead to feelings of injustice, deception or betrayal among employees. If an employer violates an employment contract, there are legal consequences. Although a psychological contract can be much more informal, violating it still has very real consequences. Without an effective two-way conversation, the contract between the employee and the employer (or even the employee and the employee) can become unbalanced and a “breach” can occur. Violations and how they occur will be discussed later in the article.
Would you like to know more about the psychological contract and how it can promote employee engagement? Click here. The key to maintaining a strong psychological contract lies in clear communication and managing the employee`s expectations. It`s important that every employee in your company understands what they can expect from their time there, so make sure you have an open dialogue with every member of your team. This way, frustrations or misunderstandings can be detected and dealt with early before they become something more serious. Violations of the psychological contract by an employer are not always avoidable. .