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- Psychological contracts are developed through an individual's social and organizational experiences. At the same time, their cognitive architecture is shaped by limitations in human cognitive capacity (i.e., bounded rationality).
www.researchgate.net/publication/313967682_Psychological_Contract_Theory
Feb 18, 2016 · Abstract. In recent years, scholars have increasingly recognized that the theoretical underpinnings of employee-organization relationships (EOR) are in need of further extension in light of recent organizational changes. In prior research, the study of EOR has been based on social exchange theory, and the psychological contract (PC) has played ...
- Carlos Maria Alcover, Ramon Rico, William H. Turnley, Mark C. Bolino
- 2017
3 days ago · This paper enhances the psychological contract literature by proposing a multifaceted model exploring actions and reactions linked to perceived unmet expectations in the workplace. Unlike previous research on cause-and-effect dynamics, the model addresses the intricate nature of the psychological contract, integrating elements like commitment, well-being, and retention. It identifies key areas ...
Rousseau distinguishes four phases in psychological contract formation and evolution. Firstly, in the pre‐employment phase, professional norms and societal beliefs play a general role. Secondly, more specific components of psychological contracts are formed in the recruitment process.
Dec 1, 2015 · The psychological contract is useful for explaining how cognitive, emotional, and relational processes affect employee engagement within an organization. Most research on the psychological contract focuses on particular phases of the interaction, and on identifying the components of psychological contracts themselves (Uen, Chien, & Yen, 2009).
- Sybille Persson, David Wasieleski, David Wasieleski
- 2015
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.
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
Psychological contracts are key in shaping a company’s culture and keeping employees committed. These unspoken agreements outline what employers and employees expect from each other. As work changes, so do these contracts, showing how work and employee needs evolve.
