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  1. Oct 28, 2019 · Unlike a formal, codified employee contract, a psychological contract is an unwritten set of expectations between the employee and the employer. It includes informal arrangements, mutual beliefs, common ground and perceptions between the two parties.

    • Mason Stevenson
  2. We highlight the practical implications of research to date on psychological contracts and end with directions for future research to include the need for greater attention given to ideological currency, employee health, polycontextual approaches, the role of psychological needs, and post-breach/violation.

  3. How should we evaluate the psychological contract? The psychological contract fits somewhat awkwardly within conventional psychological analysis. It is not a theory; nor is it a measure. Rather it is a hypothetical construct, drawn, probably inappropriately, from a legal metaphor. If we wish to develop the construct to the point where it

  4. A psychological contract encompasses the informal beliefs, ambitions, obligations, and expectations the employee and the employer perceives. Essentially, it’s how both parties understand their relationship outside of the written and signed employment contract and what they expect the other party to provide.

  5. Literature on the psychological contract has blossomed progressively over the last ten years to the extent that it is now firmly located within the lexicon of the Human Resource Management (HRM) discipline. Yet as this review indicates, the theoretical assumptions that seem to pervade the psychological contract literature are not without major

  6. A psychological contract is the unspoken trust between an organization and its workers. It covers things like job security, chances for growth, and work-life balance. These promises are vital for keeping employees happy and engaged.

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  8. What is a psychological contract? The term psychological contract refers to the often unspoken set of expectations and assumptions that two parties (employees and the organisation, its leaders and managers) have of each other about things like how they will behave and act.

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