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Jun 25, 2024 · Growing employee dissatisfaction in the workplace can be explained by the likelihood that “psychological contracts” between employees and organizations — the implicit mutual understanding of ...
Nov 30, 2023 · In mid-September 2021, in the context of the fourth wave of the COVID-19 pandemic, the Employer introduced a mandatory vaccination policy (the “Policy”), which required its employees to be fully vaccinated against COVID-19 by November 15, 2021. The Employee was concerned about the safety of the vaccines, and chose not to get vaccinated.
Jun 28, 2021 · The psychological contract refers to the unwritten agreement between employers and employees that outlines the expectations of each party. Until the 1980s, this contract might be described as ...
First, our findings allow us to extend the present understanding of psychological contracts by introducing the concept of psychological contract credit, whereby in times of crisis, employees can consciously accept a temporary imbalance in the contract favouring the employer that would, in normal times, most likely be considered as a breach or a violation. We also illustrate the conditions ...
- How Psychological Contracts Were Expressed in Interviews
- Breach Without Violation
- Post-Breach Reactions
- Reduction
- Reconstruction
- Redress
- Employees with Multiple Types of Responses
- Summary
Our analysis found references to employees’ psychological contracts, and breaches and violations to those contracts, throughout their comments about the merger and the multitude of changes that accompanied it. In a few cases, employees explicitly articulated perceived promises that the company had violated. For example, one employee stated that pos...
Before describing these contract changes, we note that some breaches did not appear to result in violation. For these unaffected employees, the merger and subsequent changes apparently did not touch the essential elements of their contracts’ economic, relational, or ideological currencies; thus, their contracts appear to have remained intact. We no...
As shown in Table 3 and explained in greater detail below, we identified three distinct post-violation reactions that map partially to Tomprou et al.’s (2015) four types of post-violation contracts (i.e., thriving, reactivation, impairment, and dissolution). For reasons we explain below, none of our participants described “thriving” contracts. More...
Similar to Tomprou et al.’s (2015) description of psychological contract “impairment”, we observed a number of employees who, post-violation, modified their contracts and reduced the perceived promises that they made to and received from the company. These employees pointedly criticized the company but ultimately resigned themselves to accept its n...
Similar to Tomprou et al.’s (2015) category of psychological contract “reactivation”, we observed some employees who derived a comparable level of job satisfaction from their post-violation psychological contracts as they had from their pre-breach psychological contracts. Like the employees with reduced psychological contracts described above, thes...
Similar to Tomprou et al.’s (2015) psychological contract dissolution, we observed some employees who had not formed a post-merger psychological contract and were suffering a general breakdown of their employment relationship. Like employees who had reduced or reconstructed their psychological contracts, these employees offered biting criticisms of...
While most employees’ reactions aligned with one of these three categories of post-violation psychological contracts, some employees reported multiple reactions. In some employees, this multi-faceted response represented a progression over time. For example, we found that one employee could not maintain redress (e.g., “trying to change the company”...
To a large extent, Tomprou et al.’s (2015) model served as a useful guide in our template analysis in anticipating a numerous aspects of employee’s responses to violation: it articulated employee’s desire to close the discrepancy between what they perceive that the company had promised and what they perceived that the company would deliver, identif...
- Alan J. Krause, Sarah Y. Moore
- 2018
SET provides a framework using psychological contracts to study the reciprocal exchange existing in employment relationships, and to understand how employees are likely to respond in accordance with their PCF (Turnley et al., 2003). Researchers pointed out that a positive fulfillment of psychological contracts emerges when employees perceived more than their organizations promised or needed to ...
Mar 23, 2011 · In this context, the "psychological contract" -- an unwritten pact that complements the economic arrangement between the employee and the company and defines the psychological commitment between ...
